The document discusses how companies are increasingly using social media for internal communication and employee engagement purposes beyond just talent recruitment. A KPMG report found that social media is being used to improve internal effectiveness, enable mobility and collaboration, and facilitate true 360-degree feedback. Many large companies like Nokia, Singtel and Red Hat are leveraging social platforms internally to improve information sharing, collaboration across locations, and feedback exchanges between employees and customers.
This document discusses the increasing importance of social media in human resources. It notes that over 75% of companies are using or planning to use social media like LinkedIn, Twitter and Facebook for recruiting. Social media allows for more efficient recruiting by accelerating the process from posting jobs to sourcing candidates. It also discusses how social media can be used for talent acquisition, onboarding new employees, knowledge sharing and building internal social capital.
Our new whitepaper highlights the benefits that a company can reap from developing a structured ecosystem approach to the platform, backed up with a strong editorial strategy for the Company and Group discussion spaces.
In addition, the whitepaper discusses community management strategies on LinkedIn.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
it deal with how social media help for HR in recruiting, training and development of employee. it also recognize the best talent by using social media.
This document provides an overview of social business and how organizations are applying social approaches. Some key points:
- Social business involves embedding social tools and practices into organizational activities both internally and externally. This allows for improved knowledge sharing, collaboration, and customer experiences.
- Leading organizations are applying social business to create valued customer experiences, drive workforce productivity and effectiveness, and accelerate innovation.
- To create customer value, companies are using social media to engage and listen to customers, build online communities, and shift marketing and sales online.
- Applying social approaches internally increases transparency, allows experts to more easily share knowledge, and improves collaboration both within and outside the organization.
- While investment in social business is
Social Media & Recruitment: Global Trends and OpportunitiesTeemu Arina
This document discusses trends in using social media for recruitment. It provides a brief history of recruitment moving online from 1995 to 2010 as job search websites and social networks merged. It notes that 89% of U.S. companies plan to recruit through social networks within a year and 55% will increase social recruiting budgets. Experts from companies like Best Buy and Accenture discuss viewing social media as a necessity to compete and plan to recruit large percentages through social platforms. The top social media for recruitment are identified as Twitter, Facebook, specialized Facebook tools, and video. Benefits of social recruiting include increased transparency, representing culture, entertainment, information sharing and humanization. Trends like crowdsourcing, e-workers, linking expertise with
Social Media in the Workplace - Are We Nearly There?Infor HCM
Since Facebook was invented a decade ago, it has attracted a billion users worldwide. Twitter now reports 200 million users who send 400 million tweets every day. Compounded by record IPO valuations well into the billions, there is little doubt that the social media way of life is here to stay.
The document discusses how social media sites like Facebook, Twitter, and LinkedIn have become necessary tools for job hunting and business purposes. It explores how companies can benefit from developing social media accounts to interact with customers and how maintaining a professional online presence can help individuals find new job opportunities. Social media allows businesses to connect with clients, market themselves, and remain relevant in a changing digital environment.
This document discusses the increasing importance of social media in human resources. It notes that over 75% of companies are using or planning to use social media like LinkedIn, Twitter and Facebook for recruiting. Social media allows for more efficient recruiting by accelerating the process from posting jobs to sourcing candidates. It also discusses how social media can be used for talent acquisition, onboarding new employees, knowledge sharing and building internal social capital.
Our new whitepaper highlights the benefits that a company can reap from developing a structured ecosystem approach to the platform, backed up with a strong editorial strategy for the Company and Group discussion spaces.
In addition, the whitepaper discusses community management strategies on LinkedIn.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
it deal with how social media help for HR in recruiting, training and development of employee. it also recognize the best talent by using social media.
This document provides an overview of social business and how organizations are applying social approaches. Some key points:
- Social business involves embedding social tools and practices into organizational activities both internally and externally. This allows for improved knowledge sharing, collaboration, and customer experiences.
- Leading organizations are applying social business to create valued customer experiences, drive workforce productivity and effectiveness, and accelerate innovation.
- To create customer value, companies are using social media to engage and listen to customers, build online communities, and shift marketing and sales online.
- Applying social approaches internally increases transparency, allows experts to more easily share knowledge, and improves collaboration both within and outside the organization.
- While investment in social business is
Social Media & Recruitment: Global Trends and OpportunitiesTeemu Arina
This document discusses trends in using social media for recruitment. It provides a brief history of recruitment moving online from 1995 to 2010 as job search websites and social networks merged. It notes that 89% of U.S. companies plan to recruit through social networks within a year and 55% will increase social recruiting budgets. Experts from companies like Best Buy and Accenture discuss viewing social media as a necessity to compete and plan to recruit large percentages through social platforms. The top social media for recruitment are identified as Twitter, Facebook, specialized Facebook tools, and video. Benefits of social recruiting include increased transparency, representing culture, entertainment, information sharing and humanization. Trends like crowdsourcing, e-workers, linking expertise with
Social Media in the Workplace - Are We Nearly There?Infor HCM
Since Facebook was invented a decade ago, it has attracted a billion users worldwide. Twitter now reports 200 million users who send 400 million tweets every day. Compounded by record IPO valuations well into the billions, there is little doubt that the social media way of life is here to stay.
The document discusses how social media sites like Facebook, Twitter, and LinkedIn have become necessary tools for job hunting and business purposes. It explores how companies can benefit from developing social media accounts to interact with customers and how maintaining a professional online presence can help individuals find new job opportunities. Social media allows businesses to connect with clients, market themselves, and remain relevant in a changing digital environment.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
Making the Quantum Leap: UPS Social Media Recruitment ROI 2012MikeVangel
UPS adapted its recruitment strategies to reach passive job candidates on social media. It launched UPSjobs pages on Facebook and Twitter in 2007-2009 that grew organically without paid promotion. Videos of UPS employees went viral, driving over 1.5 million views in 2009. By 2011, UPS saw a 328% increase in applicant flow from social media compared to 2010. It expanded its presence on LinkedIn, launched a mobile-friendly site, and saw strong engagement across platforms. Social media recruitment required ongoing resources but provided a measurable return on investment.
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
This economic development webinar sesssion included a deeper dive into LinkedIn, Twitter, YouTube. It showed how to use these tools with specific recommendations for th eeconomic development office.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
The use of social media in the recruitment processBhagyashree Zope
This document summarizes a study on the use of social media in the recruitment process. It finds that over half of UK jobseekers now use social media sites like Facebook and LinkedIn to search for jobs. While social media offers opportunities to efficiently target candidates, there are also risks around privacy, discrimination, and bias. Employers need to consider how to handle personal information found online and avoid letting non-job related factors influence hiring decisions. The study examines the costs and benefits of using social media, common tools and practices, and risks to both employers and candidates. It aims to understand how social media is changing recruitment and provide advice on related legal and policy issues.
Social media can be an effective recruitment tool by enabling companies to build and leverage networks, engage in conversations to source candidates, and enhance their employer branding. While social media is not a recruitment strategy on its own, understanding where target talent engages online and developing strategies to interact with them can help companies recruit passively. Common social media platforms for recruitment include LinkedIn, Facebook, Twitter, and YouTube.
Why Human Resources professionals need to embrace and make Social Media an integral part of their and their organizations recruitment and human capital management initiatives. Additionally, a concise overview of key social media channels and recommended best practices to get started on social media and HR.
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceSubroto Gupta
This document provides a contrarian view on adopting collaboration tools in global workplaces. While building collaborative capabilities seems obvious, it faces challenges like geographical distribution and cultural differences. The author argues conventional wisdom on best practices for adoption is sometimes misguided. Successful strategies often do the opposite - like focusing on grassroots adoption over executive support, choosing the right technology over any platform, making community managers the owners instead of IT, integrating tools into workflows instead of expecting people to use them, and starting small within interested groups instead of expecting company-wide adoption. Taking these counterintuitive approaches may lead to higher rates of sustained adoption and collaboration.
A Review: Top Social Media For Corporate Communications 2015Jennifer Chan
The document provides a summary of a review of over 500 major publicly listed companies in the US and UK that analyzed their use of social media for corporate communications. The key findings are:
- LinkedIn is the most popular channel, used by 93% of companies overall, with 97% of US companies having an account compared to 90% of UK companies.
- 60% of companies post investor relations content on social media, making it the second most common type of content after careers content, which 73% of companies share.
- Companies that actively engage on social media by responding to posts and tweets more frequently see significantly higher levels of engagement, such as 17 times more likes on Facebook.
- While marketing
Enterprises always look for ways to help employees collaborate with each other more effectively that leads to faster and higher-quality work, which, in turn, drives increased productivity. Though most enterprises keep employee collaboration on top of their corporate agenda, they still lag behind to drive that force to its optimum level! Using traditional approaches for attaining high productivity and innovation among employees are no more beneficial and effective in fast-technology pace and people oriented work space environments.
Social Media Recruitment & Employer BrandingJatin Singh
Agenda:
1) To familiarize the audience with the concepts of ‘Social Media Recruitment’ & ‘Employer Branding’.
2) To shed light on the employer’s initiatives towards these two emerging concepts.
3) To make the audience aware as to how they can contribute to these initiatives.
17 Visionaries 2010 Predictions for Enterprise Social NetworksCSRA, Inc.
The document summarizes predictions from 17 enterprise executives about social networks and Web 2.0 in 2010. Key points include:
- Enterprise adoption of social business tools will continue but face obstacles as most want solutions, not just technologies.
- New private social networks will siphon value from services like Bing by enabling trusted knowledge sharing within organizations.
- Transformation takes time and public agencies will slowly take more risks to engage users, hindered by risk aversion.
- Adoption is increasing in industries like commercial real estate as professionals leverage networks like LinkedIn for their work.
- Subscription models may replace advertising as users demand high quality experiences and are less tolerant of poor service.
- Marketing will undergo a seismic shift
How Human Resources can help craft social businessGautam Ghosh
This document discusses how social media and technology can be leveraged internally by HR departments and organizations to improve employee engagement, collaboration, learning and knowledge sharing. Some of the key points made include:
1) Social tools on their own will not increase employee engagement, which is impacted more by factors like job fit, manager relationship, and organizational culture.
2) For social tools to be adopted, organizations need executive buy-in, leaders who model sharing behaviors, rewards for participation, clear goals around how tools link to work, and addressing existing disengagement issues.
3) HR can use social approaches to co-create policies, enhance recruitment, learning, communication, recognition, and knowledge sharing across the organization.
How can enterprise social technologies help your company? What tools will enable you to connect employees to each other and to information to address key challenges?
Marsh University – People’s Insights Volume 2, Issue 32MSL
This week, we distill insights around Marsh University - an internal platform where Marsh’s ‘crowd’ of 26,000 employees can share their expertise and experience with one another.
For more about Marsh U, visit: http://peopleslab.mslgroup.com/peoplesinsights/marsh-university-peoples-insights-volume-2-issue-32
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.
We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, now available as a Kindle eBook.
For more, see: http://peopleslab.mslgroup.com/future-of-engagement
Analyzing The Effect Of Social Media On RecruitmentJustin Knight
1) The document analyzes the effectiveness of using social media sites for recruitment purposes. It discusses how companies are using sites like LinkedIn and Facebook to find and hire candidates.
2) The study found that social media can be effective recruitment tools to source candidates with specific skills. However, some jobs may not be suitable to recruit for via social media alone.
3) The document presents the results of a study that examined factors like popularity, reliability, and trustworthiness of social media sites from the perspective of job seekers and employees. The study found that LinkedIn was the most preferred social media site for finding employment opportunities.
This document summarizes an initiative by IBM and the Economist Intelligence Unit (EIU) to identify 25 inspiring global social business leaders. It describes how IBM and EIU partnered on this project and established an advisory board to help select leaders and define the criteria for what makes a social business leader inspiring. The document then provides an overview of the nomination and selection process, which involved open nominations, recommendations from the advisory board, and selecting final leaders who used social business strategies to positively impact their organizations.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
Making the Quantum Leap: UPS Social Media Recruitment ROI 2012MikeVangel
UPS adapted its recruitment strategies to reach passive job candidates on social media. It launched UPSjobs pages on Facebook and Twitter in 2007-2009 that grew organically without paid promotion. Videos of UPS employees went viral, driving over 1.5 million views in 2009. By 2011, UPS saw a 328% increase in applicant flow from social media compared to 2010. It expanded its presence on LinkedIn, launched a mobile-friendly site, and saw strong engagement across platforms. Social media recruitment required ongoing resources but provided a measurable return on investment.
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
This economic development webinar sesssion included a deeper dive into LinkedIn, Twitter, YouTube. It showed how to use these tools with specific recommendations for th eeconomic development office.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
The use of social media in the recruitment processBhagyashree Zope
This document summarizes a study on the use of social media in the recruitment process. It finds that over half of UK jobseekers now use social media sites like Facebook and LinkedIn to search for jobs. While social media offers opportunities to efficiently target candidates, there are also risks around privacy, discrimination, and bias. Employers need to consider how to handle personal information found online and avoid letting non-job related factors influence hiring decisions. The study examines the costs and benefits of using social media, common tools and practices, and risks to both employers and candidates. It aims to understand how social media is changing recruitment and provide advice on related legal and policy issues.
Social media can be an effective recruitment tool by enabling companies to build and leverage networks, engage in conversations to source candidates, and enhance their employer branding. While social media is not a recruitment strategy on its own, understanding where target talent engages online and developing strategies to interact with them can help companies recruit passively. Common social media platforms for recruitment include LinkedIn, Facebook, Twitter, and YouTube.
Why Human Resources professionals need to embrace and make Social Media an integral part of their and their organizations recruitment and human capital management initiatives. Additionally, a concise overview of key social media channels and recommended best practices to get started on social media and HR.
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceSubroto Gupta
This document provides a contrarian view on adopting collaboration tools in global workplaces. While building collaborative capabilities seems obvious, it faces challenges like geographical distribution and cultural differences. The author argues conventional wisdom on best practices for adoption is sometimes misguided. Successful strategies often do the opposite - like focusing on grassroots adoption over executive support, choosing the right technology over any platform, making community managers the owners instead of IT, integrating tools into workflows instead of expecting people to use them, and starting small within interested groups instead of expecting company-wide adoption. Taking these counterintuitive approaches may lead to higher rates of sustained adoption and collaboration.
A Review: Top Social Media For Corporate Communications 2015Jennifer Chan
The document provides a summary of a review of over 500 major publicly listed companies in the US and UK that analyzed their use of social media for corporate communications. The key findings are:
- LinkedIn is the most popular channel, used by 93% of companies overall, with 97% of US companies having an account compared to 90% of UK companies.
- 60% of companies post investor relations content on social media, making it the second most common type of content after careers content, which 73% of companies share.
- Companies that actively engage on social media by responding to posts and tweets more frequently see significantly higher levels of engagement, such as 17 times more likes on Facebook.
- While marketing
Enterprises always look for ways to help employees collaborate with each other more effectively that leads to faster and higher-quality work, which, in turn, drives increased productivity. Though most enterprises keep employee collaboration on top of their corporate agenda, they still lag behind to drive that force to its optimum level! Using traditional approaches for attaining high productivity and innovation among employees are no more beneficial and effective in fast-technology pace and people oriented work space environments.
Social Media Recruitment & Employer BrandingJatin Singh
Agenda:
1) To familiarize the audience with the concepts of ‘Social Media Recruitment’ & ‘Employer Branding’.
2) To shed light on the employer’s initiatives towards these two emerging concepts.
3) To make the audience aware as to how they can contribute to these initiatives.
17 Visionaries 2010 Predictions for Enterprise Social NetworksCSRA, Inc.
The document summarizes predictions from 17 enterprise executives about social networks and Web 2.0 in 2010. Key points include:
- Enterprise adoption of social business tools will continue but face obstacles as most want solutions, not just technologies.
- New private social networks will siphon value from services like Bing by enabling trusted knowledge sharing within organizations.
- Transformation takes time and public agencies will slowly take more risks to engage users, hindered by risk aversion.
- Adoption is increasing in industries like commercial real estate as professionals leverage networks like LinkedIn for their work.
- Subscription models may replace advertising as users demand high quality experiences and are less tolerant of poor service.
- Marketing will undergo a seismic shift
How Human Resources can help craft social businessGautam Ghosh
This document discusses how social media and technology can be leveraged internally by HR departments and organizations to improve employee engagement, collaboration, learning and knowledge sharing. Some of the key points made include:
1) Social tools on their own will not increase employee engagement, which is impacted more by factors like job fit, manager relationship, and organizational culture.
2) For social tools to be adopted, organizations need executive buy-in, leaders who model sharing behaviors, rewards for participation, clear goals around how tools link to work, and addressing existing disengagement issues.
3) HR can use social approaches to co-create policies, enhance recruitment, learning, communication, recognition, and knowledge sharing across the organization.
How can enterprise social technologies help your company? What tools will enable you to connect employees to each other and to information to address key challenges?
Marsh University – People’s Insights Volume 2, Issue 32MSL
This week, we distill insights around Marsh University - an internal platform where Marsh’s ‘crowd’ of 26,000 employees can share their expertise and experience with one another.
For more about Marsh U, visit: http://peopleslab.mslgroup.com/peoplesinsights/marsh-university-peoples-insights-volume-2-issue-32
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.
We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, now available as a Kindle eBook.
For more, see: http://peopleslab.mslgroup.com/future-of-engagement
Analyzing The Effect Of Social Media On RecruitmentJustin Knight
1) The document analyzes the effectiveness of using social media sites for recruitment purposes. It discusses how companies are using sites like LinkedIn and Facebook to find and hire candidates.
2) The study found that social media can be effective recruitment tools to source candidates with specific skills. However, some jobs may not be suitable to recruit for via social media alone.
3) The document presents the results of a study that examined factors like popularity, reliability, and trustworthiness of social media sites from the perspective of job seekers and employees. The study found that LinkedIn was the most preferred social media site for finding employment opportunities.
This document summarizes an initiative by IBM and the Economist Intelligence Unit (EIU) to identify 25 inspiring global social business leaders. It describes how IBM and EIU partnered on this project and established an advisory board to help select leaders and define the criteria for what makes a social business leader inspiring. The document then provides an overview of the nomination and selection process, which involved open nominations, recommendations from the advisory board, and selecting final leaders who used social business strategies to positively impact their organizations.
The document discusses opportunities for Northwestern Technologies to use social media for marketing and communication. It provides an overview of the current social media landscape in the IT industry, where social media is widely used by companies for customer service, collaboration, and productivity. The document outlines several benefits for Northwestern Technologies, such as improving customer service, establishing themselves as experts in their industry, and improving search engine optimization. It concludes that social media allows for ongoing engagement with customers and failing to adopt an effective social media strategy would miss a major opportunity.
Groupon rapidly expanded globally but lacked unified communication tools, leading to siloed teams. They implemented Skynet, a social intranet built by 7Summits on the Jive platform. 7Summits customized Skynet based on Groupon's culture and needs. Skynet improved collaboration, engagement and information sharing across countries and teams. Employees now feel more connected and productive using Skynet for their daily work.
How to Leverage Social Media in HR?, Imad LahhadThe HR Observer
Everyone is jumping on the Social Media bandwagon and HR is no exception. One thing is for sure, it is not a joyride if you are not equipped with the right strategy and tools. Which platform is the most suitable? What are the guidelines? Do we need specific expertise to make the best of them? This workshop will give HR executives’ insights and hands-on experiences on how organisations are leveraging social networks.
What you will learn
• Leveraging social networks to benefit the entire organisation
• Implementing and managing social networks to spur innovation and knowledge sharing
• Using social media to increase employee engagement and bolster employer branding
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
Social entrepreneurship isn't just a stance or a thought process that "greener" or more "new age" organizations employ. It is now essential to the success of any business. The platform and change that a company makes in the world affect how its customers, investors and media see it. Ultimately this translates to where they spend their money, time and attention on social media.
This document provides an overview of interviews conducted with 22 senior communications and marketing executives about how digital and data are changing their functions. The interviews revealed that while digital, data strategies, and tools are seen as critical to success, there is no agreement on how to define digital, who owns digital within organizations, and how to leverage data. The document aims to help organizations better understand these issues and create a digital roadmap and strategy.
Managing the Digital Age: A Dialogue with CCOs and CMOsSarah Jackson
This document summarizes interviews with 22 senior communications and marketing executives about how digital and data are changing their functions. It discusses how digital is defined differently across organizations and who owns digital within different company structures. It also addresses the challenge of analyzing large amounts of data and using data alongside experience and instincts. The document provides a digital roadmap for organizations, including conducting a digital audit to understand user experiences and behaviors, implementing a holistic digital strategy, and continuously measuring and optimizing digital efforts.
Relationship Economics: How to improve employee and customer relationships wi...Brian Solis
How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line
The document discusses how Enterprise 2.0 uses social media tools within organizations to encourage knowledge sharing, collaboration, and innovation among employees. It provides examples of how companies like P&G, Salesforce, IBM, AT&T, and BT have improved processes like R&D, customer relations, employee engagement, and productivity by implementing social networking tools, wikis, blogs and other collaboration platforms within their intranets and business systems. The document also outlines benefits to the organization like improved knowledge management, communication, innovation and HR capabilities when social media is adopted internally.
Facebook Recruitment and Employer Branding: Best Practices and Ideas From the...RiseSmart
Check out this joint guide from Work4™ and CKR Interactive to learn:
- Specific tactics for optimizing your social recruiting efforts on Facebook
- Best practices for effective employer branding
- The eight building blocks of social recruitment success
Next Generation Social Media: Alignment of Business Processes and Social Inte...Vinay Mummigatti
As enterprises try to catch up with the social media buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social media investments. Social intelligence and social analytics are new con- cepts which have the potential to help enterprises move beyond basic marketing and define a goal-oriented strategy around social media.
The next wave of social media investments will be in enterprise programs that are designed to facilitate participation in social media interactions, analyzing the data generated and taking real time actions that govern product, marketing, distribu- tion and pricing processes.
The larger ecosystem of any enterprise includes business partners, employees and customers. Each of these constituents plays an important role in processes that govern innovation, customer experience, collaboration, supply chain, talent management and overall business growth. Social media is emerging as the glue that binds these groups and creates tidal waves that can make or break the fu- ture of any company. The only way organizations can ride this wave successfully is to track the social interactions, derive events and patterns that can lead to business process improvements across different functional areas. Another aspect of social media which is internal to an enterprise is in terms of collaborative busi- ness processes where collective knowledge sharing and decision-making is greatly enhanced through social tools.
Certain emerging trends in technology such as the collaboration between social media and mobile technology providers have created a revolution in the adoption rate of social media. The confluence of social media and mobile technologies is creating upheaval not just in competitive dynamics but also across social and po- litical spheres.
The focus of this paper is to enable organizations to define a strategy around Social Media and tie it to measurable outcomes as defined by core processes that are critical to the survival and growth of any enterprise.
SOCIAL MEDIA AS A MARKETING TOOL IN INDIAGirish Kumar
This project report summarizes research conducted on using social media as a marketing tool in India. The report discusses how social media marketing allows businesses to connect with customers and build relationships. It provides an overview of major social media platforms like Facebook, Twitter, LinkedIn and how businesses can benefit from using these tools. The report also analyzes primary research findings on social media usage in India and provides recommendations on how businesses can effectively utilize social media for marketing.
Mark Piesing investigates if the office will even exist in a future dominated by social media and the internet. Interviews Leon Benjamin, co-founder Sei Mani for Warwick Business School's international magazine
16 Enterprise Social Networking Predictions for 2013tibbr
Enterprise social networking predictions for 2013 include:
1) A focus on driving behavioral change and adoption through integration with core business processes and data-driven insights.
2) Using social data internally for real-time optimization and management in addition to external monitoring.
3) Establishing social media strategies and capabilities to support key business functions through listening, engaging, and driving outcomes.
Five key challenges for internal communicatorsPachi Lanzas
Here, we gather our findings after a series of interviews and daily collaboration with Internal Communicators from both large and small companies, as well as experts from Business Schools and Universities. Our goal is mapping the key focuses of our activity, our challenges, our opportunities.
The document discusses 5 key trends in social media for 2020 based on a survey of 3,110 marketers and research. Trend 1 discusses how brands are striking a balance between public and private social media engagement. While private messaging is important, public feeds remain critical for brand discovery and customer acquisition. Successful brands will create seamless experiences across both. Trend 2 discusses how employers are taking on more of a leadership role in a divided world by building strong company cultures and advocating for their purpose and employees. Trend 3 explores how TikTok's popularity provides insights into future social trends, while Trend 4 examines the convergence of social and performance marketing. Trend 5 looks at how brands can close the gap on social media ROI
DISCLAIMER: The views are entirely that of the author of the presentation and ESS does not associate itself with the content whatsoever. ESS cannot be held liable in anyway for any claims arising out of the presentation or any repercussions from partial/complete implementation of any of the ideas presented.
Dette notat samler op på en række analyser og anbefalinger omkring begrebet Social Business. Formålet er at give et hurtigt overblik over, hvordan anerkendte konsulenthuse m.fl. ser på betydning og brug af Social
Business.
Notatet er primært en sammenstykning af diverse uddrag og figurer uden en egentlig sammenbindende tekst.
Similar to 20-23_Feature (Social Media)_14.04 (20)
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1. 20 issue 14.4 hRmasia.com 21issue 14.4 hRmasia.com
Cover Story Cover Story
Employee Communication
In today’s digitalised and highly-connected world of social media and Web 2.0 technologies, it is no
secret that firms are devising social media strategies and platforms to engage with stakeholders,
including in talent recruitment.
However, a new KPMG report titled, “Human resources and social media” sheds light on several
newer practices companies are increasingly utilising via social media outlets.
While talent management and acquisition have long been championed as hallmarks of businesses’
social media policies, the KPMG report highlighted that “increasingly, social media is being offered
as an innovative solution for internal effectiveness”.
“Internal effectiveness” refers to how firms’ strategy and governance are aligned with social
media tools.
In addition, the KPMG report heralded the rapid rise of social media tools to engage in mobility
and collaboration, as well as acknowledging that “social media tools make true 360-degree
feedback a reality.”
Miranda Lee, director of People
and Change Management at KPMG
in Singapore, says social media is
redefining the way organisations
interact and engage with their
employees.
She says they are designed to help
engage employees and customers on
key aspects such as performance,
collaboration, culture and values.
“This collaborative approach of social
media will further enhance employee
engagement and help drives up the
effectiveness and productivity of
your business,” Lee says.
“In order to effectively manage the
risks and maximise the rewards of
Firms adopting
social media tools
are no longer a new
proposition. However,
an increasing number
of companies are
utilising social media
techniques for more
unorthodox purposes,
in a bid to stand out
from the pack
By Sham Majid
The boom of crowdsourcing
In the midst of enhancing collaboration via social media tools and techniques, a new phenomenon known as
“crowdsourcing” is increasingly taking precedence on social media platforms. Crowdsourcing is the process whereby
ideas, knowledge, services and practices are exchanged and contributed from a plethora of people, particularly within
the online sphere. According to Epi Ludvik Nekaj, founder and CEO of Crowdsourcing Week, social productivity is no
longer about having a presence online. “We are moving away from the world of simply being on social media and
saying who you are and what your actions are,” he says. “It’s about the work on demand, the types of talent such as
coding, design and development and the different standards of how they have built their social currency.”
Epi says crowdsourcing completely eliminates the notion of exclusivity and champions participation of the
masses. “The whole supply chain is changing and there is no more mass production,” he says. “You can have the best
skills but if you cannot belong to the environment and if you are not a collaborator, you are going to screw up the
cycle.” Epi adds that firms must focus on adopting a “culture DNA”.
“Companies must understand the culture very well in order to understand the complexities of crowdsourcing,”
he says. Epi brainstormed the idea of crowdsourcing in New York in 2011 and Crowdsourcing Week was founded in
2012. Since then, it has grown into a leading global conference, facilitating crowdsourcing conferences across three
continents and championing the global phenomenon.
social media, policy, governance and tools should be
seamlessly integrated within your corporate strategy.”
Telecommunications giant Nokia is a prime example of
how firms can assimilate social media into their internal
communications.
Nokia’s Social Media Communications team was formed
in early 2008 with the aim of improving inter-company
communications and engaging employees.
Three major social media tools of the Finnish
telecommunication conglomerate include its BlogHub,
VideoHub and Infopedia.
Molly Schonthal, who worked on the company’s Social
Media team in North America, says BlogHub is Nokia’s
most efficient and powerful social media tool for internal
use. This platform allows employees to comment on blog
posts and bounce off ideas and expertise on matters that are
important to them and the company. It also acts as a
powerful collaborative tool and increases awareness of
what employees are working on.
“The BlogHub lowers barriers for employees to find
conversations relevant to them,” Schonthal said.
“In a massive company like Nokia, people can find out
who inside this large organisation is doing something
beneficial to them to make their jobs easier, and likewise,
which colleagues can benefit from their own knowledge
and experience.”
Expanding the social media scope
“Internal Social Media” (ISM) is now a key buzzword among
firms looking to exploit the spurt of social media tools.
HR tackles the online sphere
Social Media
Offensive
The
2. 22 issue 14.4 hRmasia.com 23issue 14.4 hRmasia.com
Cover Story Cover Story
Employee Communication
APCO Worldwide, an independent, global
communication, stakeholder engagement and business
strategy firm, together with Gagen MacDonald, a strategy
execution consulting firm, polled adults in the US who work
at businesses comprising of more than 1,000 US employees.
The report revealed that 58% would prefer to work at a
company that uses ISM, while 61% of workers said their firms’
social media tools allowed them to effectively collaborate.
Reinforcing this notion that social media has extended
beyond the usual platforms, the report highlighted that
besides the internet, the most used tools are blogs, wikis
and “Facebook-like” sites.
Closer to home, firms are broadening their social media
horizons to beyond only recruitment aspects. It is no
surprise that telecommunications firm SingTel is at the
forefront of those actively championing and
implementing the use of best social media practices.
For example, it has introduced “Espresso”, an internal
knowledge platform for collaboration and communication
across the group with blogs, wikis and communities of
practice, says Cara Reil, Vice President – Talent and
Leadership Development, SingTel.
Reil says that with SingTel operating in a fast paced
industry, the telecommunications firm “actively leverages
the contributions of the 22,000 employees across the globe”.
“It not only keeps colleagues updated on what is
happening across the business, but they can also search
for people with knowledge or skills they may need and
collaborate on projects through the site,” Reil says.
SingTel recently won the coveted “Best Use of Social
Media” prize at the recent HRM Awards 2014.
At genetic research firm Illumina Singapore, social media
policies are closely streamlined towards talent performance
and management. Foo Wah Teng, Associate Director – HR,
Asia-Pacific says that social media has great potential to
transform talent management and performance
management “as it focuses on niche recruiting”.
The InterContinental Hotels Group (IHG) first started
adopting social media platforms to attract, retain and
develop talent in 2010, says Zareena Brown, Vice-President
– HR, Asia, Middle East and Africa. She says Instagram is
the most recent platform to be launched “as a way to
recognise and celebrate IHG colleagues who had completed
courses we run in partnership with Harvard University”.
“Since then, our Instagram page has grown to become a
platform where IHG colleagues share and celebrate each
other’s achievements and initiatives, no matter where they
are across our Asia, Middle East and Africa region,” she says.
Over at Red Hat, a multinational software firm, the social
media programme is embedded in a plethora of platforms
such as Facebook, Twitter, Google+, LinkedIn and Weibo.
LJ Brock, Vice President – Global Talent Acquisition and
Infrastructure says Red Hat is engaging in a variety of
social media platforms geared at enabling its associates to
share and discuss via blogs, documents, video and
comments. “Interaction is key – people want to forge real
relationships and feel a connection to others,” says Brock.
“Red Hat is set up and operates as a community – we
have a lot of communication and feedback, but that doesn’t
mean we’re not always looking for new and better ways to
encourage collaboration and sharing knowledge.”
360-degree feedback
Companies are also using social media to provide
360-degree feedback and enhance communication with
both internal staff and external customers. Illumina’s Foo
says, the company’s sales and commercial colleagues are
utilising a business app to manage the communication and
feedback channels with customers.
“We are certainly keen to explore using social media
tools as one of the feedback channels from our candidates
or potential candidates as well,” says Foo.
Reil says that SingTel has also made 360-degree
feedback a core aspect of its communication frameworks.
“We have very active discussions with our customers on
Facebook where we have 260,000 followers,” explains Reil.
She cites an app called “Starfish” which enables employees
to become true ambassadors for SingTel.
“If they meet a friend or family member who has a question
on SingTel, they can log the details in the app and the customer
service team will quickly contact the customer,” she says.
Reil believes that employees and managers appreciate it
when technology can be utilised to simplify a process and
allow people to engage more effectively with each other.
However, while she affirms that SingTel uses social media
to improve this experience, she believes that “nothing can
replace a face to face discussion” when it comes to notions
such as talent and performance management.
Brock agrees that 360-degree feedback is an essential
component of Red Hat’s communications arm.
He says it can see in real time what customers think of
their products and gauge how they are using them, before
giving them the priceless opportunity to zoom in and
demonstrate a commitment towards delivering a superior
customer experience via different ways of engagement.
“In a company like Red Hat, where open source is a way
of life and collaboration with our customers is highly
valued, it is necessary for our company to be able to
interact with our customers in an open, real-time way
through our multiple social channels,” Brock says.
Social recruitment: the proverbial agenda
While firms are admirably delving deeper into seemingly
endless realms of social media, it is no secret that perhaps
the most common objective of adopting such platforms
constitutes the need to recruit highly-skilled candidates.
A Social Recruitment Poll 2013 conducted by the Institute
of Systems Science at the National University of Singapore,
lends credence to this theory.
The survey found that a sizeable 63% of firms polled utilised
social media for recruitment. For firms that did engage in
social media for recruitment, LinkedIn was the most popular
platform used. A staggering 73% of surveyed firms had
successfully hired candidates from social media platforms.
The power of social media to drive recruitment is
certainly not lost on Reil.
She says SingTel launched its “Robo G” app as part of
graduate and scholar recruitment last year.
“It is an app that enables us to create awareness about
our graduate and scholar programs and to keep candidates
informed and engaged throughout the recruitment
process,” she says.
“Within the company, we have also gamified learning and
have launched Robo apps for a number of programmes.”
Reil says the company has been pleased with the results,
with both potential candidates and staff, and it is now
actively sourcing for new ways to use the app.
LinkedIn has also struck a chord with SingTel in its
social recruitment strategies: Reil says SingTel has been
successful in recruiting qualified candidates via that
channel. Adding that the company has also set up LinkedIn
groups to engage with alumni of SingTel, Reil says it has
close to 70,000 members on its group sites.
Brown says IHG received 5,000 applications directly
via the company’s social channels last year, with figures
increasing year-on-year.
“Our dedicated social team also uses these channels to tell
our employer story and engage people in why we’re a great
company to work for and the right place for them,” she says.
In its attempts to collaborate and nurture knowledge among its estimated 125,000 employees
globally, Nokia has fostered several tools into one of the world’s most envied internal social
media juggernauts. Three of Nokia’s more famous tools are BlogHub, VideoHub and Infopedia.
The BlogHub is primarily the voice of employees, with staff at Nokia allowed to
communicate with anyone within the company and learn new ideas and information. This
adds a sense of dynamism and creates a powerful collaborative tool. From a management
viewpoint, the BlogHub serves as a valuable method to collate employee feedback and
monitor conversations that are occurring within the company. One of the major ways that
is done is through a built-in voting system, whereby employees rate blog posts, with the
most popular blogs reaching the top.
Externally, the Nokia Conversations blog is also an efficient way to enable workers
to be aware of the latest Nokia product news. “We track the number of readers who read
the blog at work and there is a substantial amount of people who are reading it,” Phil
Schwarzmann, Editor-in-Chief, Nokia Conversations, has said. “To see what’s going on in
company, there is no better way than to read the blog. What we do is give a big overview
of all the topics going on at Nokia.”
Internally, the company has unveiled VideoHub, an outlet that has quickly struck a
chord with employees, with postings able to be updated every day. Furthermore, Nokia’s
Infopedia wiki also facilitates easier collaboration and knowledge empowerment among
workers in the firm.
Nokia
In a league of its own
She adds that IHG talks about its new hotel openings
across the world, the extensive number of employee
engagement activities taking place across that network, and
the real-life success stories of colleagues who have built
their careers with IHG.
Brock says that Red Hat’s use of social media in hiring is
“multifaceted”. He estimates that about a third of
applicants find the company through outlets such as
Twitter, Facebook, and LinkedIn.
“The other side of this equation are our referral numbers
and we’ve consistently had over 50% of our hires come as a
referral through a current associate,” Brock says. “The way
Red Hatters share open jobs and get their contacts to apply
relies heavily on social media – using those tools to make
the application process accessible and easy.”
According to Foo, Illumina is also ramping up its efforts
in social recruitment, particularly in “niche recruiting.”
“We use social media to mine data in order to determine
exactly what we should be looking for in a potential hire,
and then use social networks like Facebook and LinkedIn
to find candidates that match that,” says Foo.
Adding that about 10% of Illumina’s recruitment is done
through social media, Foo explains that the company is at
the early phase of “riding on this social media trend”.
“We will be embarking more actively given the
sophistication and dynamism of the talent pool,” he adds.
Reil concurs that SingTel sees its social media
recruitment numbers increasing year over year, saying it is
a particularly effective way to attract and engage with the
younger generation.
“We all have our mobile devices with us all the time, by
using social media, you really can connect with candidates
anytime, anywhere,” she says.
63%
of firms polled
utilised social
media for
recruitment
Source: Social
Recruitment
Poll 2013 by
Institute of
Systems
Science at the
National
University of
Singapore