The first half of a two-part interactive workshop given at the 2010 TechServe Annual Conference. The goal of this session was to challenge participants to think about their current recruiting process and how they could optimize their efforts by incorporating social media in order to build relationships.
This document discusses recruitment and the use of social media in the recruitment process. It defines recruitment as searching for prospective employees and stimulating them to apply for jobs. It also describes recruitment as linking those with jobs and those seeking jobs. The document outlines the recruitment process and notes some benefits of using social media like being cost effective and having wider reach. However, it also lists some risks like inaccurate information and legal issues.
The document discusses how recruiters can utilize social media for recruiting candidates in today's environment. It notes that candidates now spend more time online, so recruiters need to engage them where they are through social networks and blogs. The document provides tips on how recruiters can add value to online conversations, such as by commenting regularly on blogs to build connections over the long term. It emphasizes focusing on communities of interest online rather than individual people.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military services. Key points include how social media allows two-way engagement with candidates, the importance of identifying community managers and target audiences, and factors like policies and guidelines to consider.
Starting Clients with Digital and Social Media MarketingSusan Chesley Fant
This presentation focuses on creating social media campaigns for businesses and starting new clients with using digital and social media. Social media is not a one size fits all for many organizations and this presentation focuses students on being able to introduce social media to best fit an organization by size, time and energy, budget, and industry.
This document discusses the effective use of social media for organizations and campaigns. It notes that while social media can be a useful tool, it does not directly translate to action or sales on its own and is not a solution or replacement for a strong brand. It provides tips on developing an effective social media strategy, including identifying influencers, using different platforms to engage audiences and build relationships, and using social media to supplement but not replace other marketing efforts.
We explore how social media fits – supporting various departments and strategies within your financial institution, including retail banking, branding, commercial and customer service. Presented at the Maine Bankers Association's Emerging Leaders Conference.
This presentation focuses on social media fails and blunders. Twitter is the focus of the presentation including inappropriate business tweets and failures to communicate effectively with community members and a larger audience. Failures are important to understand so that social marketers and managers can use crisis communications to respond correctly to fix mistakes.
2011 Social Recruiting Trends & Strategieswandyb
This document discusses trends in social recruiting from 2011. It defines social recruiting as using social networks like LinkedIn, Facebook, and Twitter to build and maintain relationships with candidates. The benefits listed include transparent communication, understanding job requirements, lower costs than traditional methods, and increased networking. Survey results found that LinkedIn was most effective for finding candidates, with an 86% usage rate and 90% success. Facebook and Twitter had lower usage rates and success levels. Social recruiting allows two-way interaction and up-to-date information on candidates compared to traditional talent pools. It also emphasizes building the company brand.
This document discusses recruitment and the use of social media in the recruitment process. It defines recruitment as searching for prospective employees and stimulating them to apply for jobs. It also describes recruitment as linking those with jobs and those seeking jobs. The document outlines the recruitment process and notes some benefits of using social media like being cost effective and having wider reach. However, it also lists some risks like inaccurate information and legal issues.
The document discusses how recruiters can utilize social media for recruiting candidates in today's environment. It notes that candidates now spend more time online, so recruiters need to engage them where they are through social networks and blogs. The document provides tips on how recruiters can add value to online conversations, such as by commenting regularly on blogs to build connections over the long term. It emphasizes focusing on communities of interest online rather than individual people.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military services. Key points include how social media allows two-way engagement with candidates, the importance of identifying community managers and target audiences, and factors like policies and guidelines to consider.
Starting Clients with Digital and Social Media MarketingSusan Chesley Fant
This presentation focuses on creating social media campaigns for businesses and starting new clients with using digital and social media. Social media is not a one size fits all for many organizations and this presentation focuses students on being able to introduce social media to best fit an organization by size, time and energy, budget, and industry.
This document discusses the effective use of social media for organizations and campaigns. It notes that while social media can be a useful tool, it does not directly translate to action or sales on its own and is not a solution or replacement for a strong brand. It provides tips on developing an effective social media strategy, including identifying influencers, using different platforms to engage audiences and build relationships, and using social media to supplement but not replace other marketing efforts.
We explore how social media fits – supporting various departments and strategies within your financial institution, including retail banking, branding, commercial and customer service. Presented at the Maine Bankers Association's Emerging Leaders Conference.
This presentation focuses on social media fails and blunders. Twitter is the focus of the presentation including inappropriate business tweets and failures to communicate effectively with community members and a larger audience. Failures are important to understand so that social marketers and managers can use crisis communications to respond correctly to fix mistakes.
2011 Social Recruiting Trends & Strategieswandyb
This document discusses trends in social recruiting from 2011. It defines social recruiting as using social networks like LinkedIn, Facebook, and Twitter to build and maintain relationships with candidates. The benefits listed include transparent communication, understanding job requirements, lower costs than traditional methods, and increased networking. Survey results found that LinkedIn was most effective for finding candidates, with an 86% usage rate and 90% success. Facebook and Twitter had lower usage rates and success levels. Social recruiting allows two-way interaction and up-to-date information on candidates compared to traditional talent pools. It also emphasizes building the company brand.
Presentation for Services Capstone Marketing 477 - covering how to start clients with social media marketing. Covers Facebook, Twitter, Instagram, Blogging, and Websites. Thinks about ROI and how to analyze a client's needs, wants, timelines and deliverables.
This document provides a brand audit of Facebook. It outlines Facebook's brand heritage from its origins as "Facemash" in 2003 to becoming "Facebook" in 2005. The brand identity, architecture, positioning, and core challenges are examined. Facebook's brand is positioned as allowing users to stay connected to friends and family through customizable profiles. However, its core challenge is brand revitalization as younger users find Facebook uncool and associate it with information overload. Recommendations include creating new associations to attract younger users, bolstering connections with friends/family, and neutralizing negative associations through streamlining the user experience.
Clear Verve Social Media University PresentationZizzo Group
The document discusses how social media has changed traditional marketing strategies and provides questions companies should ask themselves when planning their social media strategy, such as what makes their offering unique and how to find and engage potential audiences on social media. It also recommends starting with one or two social media strategies, getting advice, and remembering that the audience controls social media spaces.
This document outlines how to incorporate social media into a recruitment strategy. It discusses using multiple social networks like Facebook, LinkedIn and Twitter to find and engage talent. It emphasizes creating relevant content, being consistent in posting, and measuring engagement and hiring metrics from social channels. The key is using social media as part of a long-term community building strategy rather than just another job posting site.
- Nearly two-thirds of professionals surveyed used social media, with LinkedIn and Facebook being most popular. Younger professionals and females were more likely to use social media.
- While social media allows for efficient communication, professionals had concerns about information confidentiality and controlling messages once posted.
- Companies are beginning to develop social media policies but are uncertain how to regulate different platforms. Control of information and separating personal and professional communications were key goals.
- Social media use is expected to continue growing as younger consumers and employees drive adoption, but traditional communication methods will still be needed to reach all audiences.
Through social media, companies have an opportunity to attract qualified candidates and build their brand. A survey found that over 60% of job seekers research companies on social media before applying. Additionally, over 50% of job seekers are more likely to apply to companies they follow on social media. To leverage social media for recruitment, companies should listen to conversations about their brand, engage in online communities to build their presence, and amplify recruitment efforts through platforms like Facebook and Twitter.
This document discusses the impact and usage of social media. It provides statistics on the number of users for major platforms like Facebook, Twitter, and LinkedIn. It then focuses on senior social media usage, noting that 26% of those aged 65+ now use social media. Several examples are given of senior living communities utilizing social media through blogs, tweets, Facebook posts and more. Key benefits discussed include building credibility, engagement and crisis communications. The document concludes with tips for getting started with social media and an invitation for questions.
This document discusses using social media for outreach by K-State Research and Extension. It outlines why social media is useful for flexibility, efficiency, timeliness and more. Goals of social media use include driving traffic to websites, building relationships and sharing educational content. The document provides examples of social media platforms used by K-State like Twitter, Facebook, YouTube and blogs. It emphasizes the importance of engaging communities and considering their interests. Challenges discussed include how to evaluate success and allocate time for social media activities.
This document discusses leveraging social media for recruitment. It provides statistics on social media usage and job seekers' social media habits. It recommends developing a social media recruitment strategy that focuses on the top business objectives and resources. It also suggests being candidate-centric by asking what talent wants and personalizing communications. Companies should empower their community by asking members to submit content and form relationships. The goal is to create an infinite community by bringing people back, giving them reasons to share, and allowing multiple ways to personalize.
Facebook is a social media platform that connects people with friends and others around them. Anyone can sign up for a Facebook account to interact with people they know in a trusted environment. Facebook allows users to keep up with friends by sharing photos, links, videos, and learning more about the people they meet. The company aims to give people the power to share and make the world more open and connected through both online and offline marketing channels.
This document discusses how realtors need to build their personal brand online through search engine optimization, social media, blogging, and content marketing. It emphasizes that realtors' brands are portable and important as they may change brokerages. Real estate buyers and sellers now primarily use the internet and social media to search for homes and agents. The document provides tips on setting up websites, blogs, social media profiles, and engaging with others online to establish expertise and attract clients in today's digital real estate landscape. It stresses the importance of regularly creating and sharing valuable content to build brands over time.
Best Practices In Recruiting With Social Media 10 2011Jennifer McClure
The document discusses best practices for using social media in recruiting. It provides tips for maximizing career websites, Facebook, blogs, Twitter, and LinkedIn to engage candidates and share company culture and employment opportunities. Statistics are presented on the growth of social media platforms and their use among job seekers and companies to research potential employers.
This document discusses the prevalence and impact of social media use both personally and professionally. It notes that social media has become ingrained in everyday life for most Americans and has significantly changed how work is conducted and employees are recruited. However, increased social media use also presents risks if not properly managed, such as possible privacy issues and damage to companies' reputations from employees' social media posts. The document advocates for companies to develop social media policies and training to mitigate risks and maximize benefits.
The document discusses 5 major social media trends in 2013 and their implications for HR and recruiting: [1] increased mobile usage of social media, [2] growth of international and localized social networks, [3] social media boosting workplace productivity, [4] improved tools for analyzing big social data, and [5] more integration of personal and professional online profiles. It then focuses on changes and privacy issues related to Facebook in 2013, including its Graph Search tool which allows users to get job recommendations from their social connections.
How Social Media is changing recruiting and employer branding. A review of some sites that are changing the way people find jobs, manage their careers, and assess potential employers.
This document discusses strategies for engaging a community through social media. It begins by defining social media as interaction among people to create and share information. It then provides statistics on social media usage and outlines key social networks. The rest of the document discusses developing a social media strategy, identifying the target audience, creating and sharing content, measuring return on investment, setting engagement guidelines, and how communication, public relations, and branding can benefit from social media. The overall message is that social media can help schools connect with stakeholders when done as part of an integrated marketing and communication strategy.
IT Staffing and Services is changing but the marketing landscape is standing still. Is your company taking advantage of the inbound marketing tasks that will launch you into the new age of marketing? If not, you should get on board.
The first half of a two-part interactive workshop given at the 2010 TechServe Annual Conference. The goal of this session was to challenge participants to think about their current recruiting process and how they could optimize their efforts by incorporating social media in order to build relationships.
Social media is a component of an integrated recruitment marketing strategy that helps build brand, engage an audience and build preference. This presentation reviews the key steps for building a strategic plan and highlights ways to integrate social media sites for branding and recruitment.
The document discusses using social media for brand strategy. It outlines three key segments - employers, job seekers, and employees. It emphasizes being customer centric, empowering, and infinite. It highlights important insights for job seekers on social media and provides tips on how to engage customers. The presentation promotes CareerBuilder's social media solutions and resources to help connect people and companies.
Presentation for Services Capstone Marketing 477 - covering how to start clients with social media marketing. Covers Facebook, Twitter, Instagram, Blogging, and Websites. Thinks about ROI and how to analyze a client's needs, wants, timelines and deliverables.
This document provides a brand audit of Facebook. It outlines Facebook's brand heritage from its origins as "Facemash" in 2003 to becoming "Facebook" in 2005. The brand identity, architecture, positioning, and core challenges are examined. Facebook's brand is positioned as allowing users to stay connected to friends and family through customizable profiles. However, its core challenge is brand revitalization as younger users find Facebook uncool and associate it with information overload. Recommendations include creating new associations to attract younger users, bolstering connections with friends/family, and neutralizing negative associations through streamlining the user experience.
Clear Verve Social Media University PresentationZizzo Group
The document discusses how social media has changed traditional marketing strategies and provides questions companies should ask themselves when planning their social media strategy, such as what makes their offering unique and how to find and engage potential audiences on social media. It also recommends starting with one or two social media strategies, getting advice, and remembering that the audience controls social media spaces.
This document outlines how to incorporate social media into a recruitment strategy. It discusses using multiple social networks like Facebook, LinkedIn and Twitter to find and engage talent. It emphasizes creating relevant content, being consistent in posting, and measuring engagement and hiring metrics from social channels. The key is using social media as part of a long-term community building strategy rather than just another job posting site.
- Nearly two-thirds of professionals surveyed used social media, with LinkedIn and Facebook being most popular. Younger professionals and females were more likely to use social media.
- While social media allows for efficient communication, professionals had concerns about information confidentiality and controlling messages once posted.
- Companies are beginning to develop social media policies but are uncertain how to regulate different platforms. Control of information and separating personal and professional communications were key goals.
- Social media use is expected to continue growing as younger consumers and employees drive adoption, but traditional communication methods will still be needed to reach all audiences.
Through social media, companies have an opportunity to attract qualified candidates and build their brand. A survey found that over 60% of job seekers research companies on social media before applying. Additionally, over 50% of job seekers are more likely to apply to companies they follow on social media. To leverage social media for recruitment, companies should listen to conversations about their brand, engage in online communities to build their presence, and amplify recruitment efforts through platforms like Facebook and Twitter.
This document discusses the impact and usage of social media. It provides statistics on the number of users for major platforms like Facebook, Twitter, and LinkedIn. It then focuses on senior social media usage, noting that 26% of those aged 65+ now use social media. Several examples are given of senior living communities utilizing social media through blogs, tweets, Facebook posts and more. Key benefits discussed include building credibility, engagement and crisis communications. The document concludes with tips for getting started with social media and an invitation for questions.
This document discusses using social media for outreach by K-State Research and Extension. It outlines why social media is useful for flexibility, efficiency, timeliness and more. Goals of social media use include driving traffic to websites, building relationships and sharing educational content. The document provides examples of social media platforms used by K-State like Twitter, Facebook, YouTube and blogs. It emphasizes the importance of engaging communities and considering their interests. Challenges discussed include how to evaluate success and allocate time for social media activities.
This document discusses leveraging social media for recruitment. It provides statistics on social media usage and job seekers' social media habits. It recommends developing a social media recruitment strategy that focuses on the top business objectives and resources. It also suggests being candidate-centric by asking what talent wants and personalizing communications. Companies should empower their community by asking members to submit content and form relationships. The goal is to create an infinite community by bringing people back, giving them reasons to share, and allowing multiple ways to personalize.
Facebook is a social media platform that connects people with friends and others around them. Anyone can sign up for a Facebook account to interact with people they know in a trusted environment. Facebook allows users to keep up with friends by sharing photos, links, videos, and learning more about the people they meet. The company aims to give people the power to share and make the world more open and connected through both online and offline marketing channels.
This document discusses how realtors need to build their personal brand online through search engine optimization, social media, blogging, and content marketing. It emphasizes that realtors' brands are portable and important as they may change brokerages. Real estate buyers and sellers now primarily use the internet and social media to search for homes and agents. The document provides tips on setting up websites, blogs, social media profiles, and engaging with others online to establish expertise and attract clients in today's digital real estate landscape. It stresses the importance of regularly creating and sharing valuable content to build brands over time.
Best Practices In Recruiting With Social Media 10 2011Jennifer McClure
The document discusses best practices for using social media in recruiting. It provides tips for maximizing career websites, Facebook, blogs, Twitter, and LinkedIn to engage candidates and share company culture and employment opportunities. Statistics are presented on the growth of social media platforms and their use among job seekers and companies to research potential employers.
This document discusses the prevalence and impact of social media use both personally and professionally. It notes that social media has become ingrained in everyday life for most Americans and has significantly changed how work is conducted and employees are recruited. However, increased social media use also presents risks if not properly managed, such as possible privacy issues and damage to companies' reputations from employees' social media posts. The document advocates for companies to develop social media policies and training to mitigate risks and maximize benefits.
The document discusses 5 major social media trends in 2013 and their implications for HR and recruiting: [1] increased mobile usage of social media, [2] growth of international and localized social networks, [3] social media boosting workplace productivity, [4] improved tools for analyzing big social data, and [5] more integration of personal and professional online profiles. It then focuses on changes and privacy issues related to Facebook in 2013, including its Graph Search tool which allows users to get job recommendations from their social connections.
How Social Media is changing recruiting and employer branding. A review of some sites that are changing the way people find jobs, manage their careers, and assess potential employers.
This document discusses strategies for engaging a community through social media. It begins by defining social media as interaction among people to create and share information. It then provides statistics on social media usage and outlines key social networks. The rest of the document discusses developing a social media strategy, identifying the target audience, creating and sharing content, measuring return on investment, setting engagement guidelines, and how communication, public relations, and branding can benefit from social media. The overall message is that social media can help schools connect with stakeholders when done as part of an integrated marketing and communication strategy.
IT Staffing and Services is changing but the marketing landscape is standing still. Is your company taking advantage of the inbound marketing tasks that will launch you into the new age of marketing? If not, you should get on board.
The first half of a two-part interactive workshop given at the 2010 TechServe Annual Conference. The goal of this session was to challenge participants to think about their current recruiting process and how they could optimize their efforts by incorporating social media in order to build relationships.
Social media is a component of an integrated recruitment marketing strategy that helps build brand, engage an audience and build preference. This presentation reviews the key steps for building a strategic plan and highlights ways to integrate social media sites for branding and recruitment.
The document discusses using social media for brand strategy. It outlines three key segments - employers, job seekers, and employees. It emphasizes being customer centric, empowering, and infinite. It highlights important insights for job seekers on social media and provides tips on how to engage customers. The presentation promotes CareerBuilder's social media solutions and resources to help connect people and companies.
This document discusses various traction channels that can be used to grow a startup. It begins by explaining key startup stages from ideation to establishing. It then provides details on 20 different traction channels, including viral marketing, PR, search engine marketing, social ads, content marketing, and engineering as marketing. The document emphasizes measuring channel performance and learning through testing different options. It presents the Bullseye Framework for choosing channels - brainstorming all options, ranking them, prioritizing the top 3 highest potential channels to test initially, and then focusing on the most promising one found through testing.
Get the book at http://bit.ly/tractionbook, or get the first 3 chapters free at http://snip.ly/5Wwo
Most startups end in failure. Almost every failed startup has a product. What failed startups don't have is traction -- real customer growth.
Traction book - which this slideshare is based on - introduces startup founders and employees to the "Bullseye Framework," a five-step process successful companies use to get traction. This framework helps founders find the marketing channel that will be key to unlocking the next stage of growth.
Which of the 19 channels will be your ticket to growth?
This document provides an overview and introduction to digital strategy from Bud Caddell, SVP and Director of Digital Strategy at Deutsch LA. It defines key terms like digital strategy, digital strategist, and core concepts. It explores what a digital strategy and strategist are, essential concepts like insights, cultural tensions and category conventions, and what deliverables a digital strategist produces. The document is intended to educate young practitioners entering the field of digital strategy.
This document provides tips for companies to create a long-term talent network using social media. It recommends strengthening the corporate brand by improving awareness, deepening relationships with job seekers, and creating advocates. Companies should listen to members, get them engaged with each other, provide rewards, and commit to being useful to build long-term relationships. Participation is key, and companies should go mobile to engage more job seekers in their talent networks.
This document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies mobilize their existing workforce to act as brand ambassadors on social media by sharing their experiences and stories. When employees engage in this way, it can help candidates learn about the company culture and make better decisions about whether it is a good fit. The document also provides examples of companies that have had success with social recruiting, such as a hospital system that saw improved search engine results and a law firm that now gets 67% of hires through referrals from engaged employees on social media.
The document provides an overview of how social media affects job searching. It discusses how employers use social media to find and evaluate candidates, with nearly 75% checking candidates' online profiles. It recommends job seekers establish an online presence on sites like LinkedIn, Twitter, and blogs to help employers find them. It also advises maintaining a professional personal brand and being careful about any unprofessional content online that could negatively impact opportunities.
Starting a Social Media Staffing Strategy - WebinarJCSI
The document provides strategies for using social media in staffing and recruitment. It discusses how social media allows recruiters to build a pipeline of candidates and followers. Recruiters can use platforms like LinkedIn, Facebook, Twitter, YouTube and more to connect with candidates, build their employment brand, source passively, and measure their efforts. The document recommends recruiters develop a strategy and start with LinkedIn before expanding to other sites to source candidates in new ways.
This presentation, which I delivered at the TerminalFOUR conference in Dublin, Ireland, on 19 November 2014, focuses on how to incorporate social media into a college or university website.
Social media: Connecting their networks with your website-mStoner: t44uTerminalfour
Your website should be the hub for all your institution's communications. And because social media is such a valuable way to connect with and engage constituents, they should be integrated into your site. Michael Stoner, president of mStoner, will look at why this is essential, explore some great examples from colleges and universities around the world, and suggest ways in which TERMINALFOUR makes this kind of integration easy for you to accomplish. Click here to view the video presentation on YouTube: http://bit.ly/1HYNmau
This document discusses how different generations use social media and its implications for HR. It finds that while younger generations grew up with technologies like social media and video games, older generations are increasingly adopting social media on mobile devices. The document outlines how companies can use social media across generations for recruiting, employee engagement, training, communication and other HR functions. It provides statistics on generational use of sites like Facebook, LinkedIn, and YouTube and promotes developing a social media strategy tailored to different audiences.
The document provides information about Anne Nimke's experience in human resources and recruiting. It states that she has nearly 30 years of experience in HR and staffing. She is recognized as a leader in recruitment process outsourcing and has led strategic client engagements and long-term outsourced talent acquisition programs. She graduated from Marquette University and is involved in several professional associations.
Social media is changing how businesses operate and how careers are advanced. It allows people to build professional networks, monitor industry trends, find job opportunities, and showcase their expertise. While it provides many benefits, it also presents challenges like privacy issues, legal risks from user-generated content, and ensuring social media activities don't damage brands or careers. Young professionals are encouraged to use social tools strategically and develop a social media presence to further their careers.
Lisa Kaslyn presented on how non-profits can increase exposure through social media. She discussed that social media and blogging are PR tactics that boost SEO and drive web traffic, leading to more supporters. Kaslyn provided best practices for connecting with supporters on Facebook by being personal, creating shareable content, joining conversations, and growing connections. She also discussed optimizing LinkedIn by connecting within target markets and industries. Guidelines were presented for developing social media policies regarding employee responsibilities and monitoring.
A presentation by Darlene Fichter, Librarian at the University of Saskatchewan, and Jeff Wisniewski, Web Services Librarian at the University of Pittsburgh, about creating and evaluating social media campaigns for libraries.
People Are the Social Media - Mar. 3rd, 2010Jobvite
The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing engaging social media content like videos and blogs, integrating social networks into career websites, and measuring return on engagement through metrics like growth in qualified resumes and hiring referrals. Companies that have seen success in these areas include a hospital division that improved its search reputation and a law firm that dramatically grew qualified resumes and now makes 67% of hires through referrals by encouraging social sharing among employees and leadership.
The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing a social media strategy with clear goals and metrics, providing guidance and content for employees to engage on social platforms, and communicating the strategy across different teams. Examples are given of companies that saw success by integrating social media into their recruiting and talent engagement efforts.
The document discusses how companies can use social media to attract talent and build their employer brand. It recommends that companies empower their employees as brand ambassadors by giving them tools to share their experiences and expertise. It also suggests developing a social media strategy with clear goals and metrics, providing content and training employees, and engaging across departments to integrate social media efforts. Examples are given of companies that saw success by encouraging social sharing among employees to improve hiring and raise their online profile.
Our whitepaper, published November 2010, is based on a recent job seeker survey. Along with the findings, we present how job seekers perceive companies participating (and not participating) in social media.
The document discusses how companies can use social media to attract job candidates. It finds that over 60% of job seekers research companies online before applying, and over 50% use social media for this research. The document recommends that companies build an online presence by listening to conversations about them, engaging with users by responding to questions and comments, and strategically posting job opportunities and company culture content. Regularly interacting with users in an authentic way can help companies enhance their employment brand and connect with qualified candidates on the channels they already use.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Get Connected: Building Digital Relationships to Improve Recruiting
1. Get ConnectedBuilding Digital Relationships to Improve Recruiting Michelle SpellerbergSenior Director, Brand Management and Emerging Media Leah McKelvey Marketing Manager, Staffing & Recruiting Group
2. The Digital Economy is Here 1 in every 4.5 minutes online isspent on social media1 22% Internet traffic has increased by 2/3 in one year2 66% 52 hrs U.S. Internet users spend an average of 13 hours online per week3 1.8B Social media users access networks via their mobile4, 5 *Sources: 1) NielsenWire, June 2010; 2) Cisco Cisco, Visual networking index: 2009-2014; 3) 2010 Personified Social Media Survey 4) Morgan Stanley Research 2009 5) ComScore Global 2010
3. Job Seeker Social Media Usage 30% use social media at least once a day Source: 2010 Personified Social Media Survey of active and passive Job Seekers
9. The Candidate Experience The candidate experience impacts the brand – beyond just that person Ask yourself: How can I help my candidates find the information they seek about my company? VERSUS
10. The Community Effect – Social Advocacy Jason’s friends see he liked the page Automatic Post to Friends’ Walls Jason “likes” A Company Page Fact: The average Facebook user has 150 friends on the site Jason’s 150 Friends see the post and could like the Company page, too Thousands of friends see the post and could become fans Source: Facebook
19. More Information Michelle Spellerberg Sr. Director, Brand Management & Emerging Media Email: michelle.spellerberg@personified.com Twitter: @mspellerberg LinkedIn: www.linkedin.com/in/michellespellerberg Leah McKelvey Marketing Manager, Staffing & Recruiting Email: leah.mckelvey@careerbuilder.com LinkedIn: www.linkedin.com/in/leahmckelvey
Editor's Notes
Obviously, the demand for companies to use social media as a recruiting tool will continue to rise. In our survey, nearly half of those that interact with a company on a social media site want to see job opportunities.Let me just take a moment and highlight that — Nearly half of people surfing your company’s Facebook page want to see a list of job openings… career information… opportunities in your organization. This is something you should do immediately if you have not already.In our March 2010 survey, participants were asked how they use a company’s social media page….Here’s what they said:The NUMBER ONE reason they visit a company’s social media page is to apply to jobsThe SECOND reason is to see responses to real issues….you can see how important candidate engagement is in this answer! The THRID answer was to get information – ask questions and get answers that was not found on the not company’s web siteRemind yourself of the question, “how can I help my candidates?” As you look at these survey results, are there opportunities for your company to better service your candidates needs?
To take advantage of the fact that job seekers are already using social media, we truly have to understand the relationship aspect of successful social media employment campaigns.Building relationships and being “connected” are important in both active and passive job searches. That’s clear by the fact that they are participating in social media communications, making comments and asking questions – looking to add new connections to their network each day. For this to happen, however, information has to go beyond a simple job posting or facts about a company. The information has to be a value-add to each connection. For example, if you are already happily employed, why would you continue to visit a company’s page? Well, if you are a programmer, and the page promotes the latest advancements in coding, you would see that page as a valuable resource and continue to remain connected. However, if that page just promotes job openings, you would likely want to unlike the page because the posts have become like spam. The posts have to connect the candidate and the employer. They have to provide an understanding of the organization in terms of a personality and culture and how employees fit into the grand scheme of things at the company. Aligning your employment message with these core values is critically important to success. In a recent poll, over 60% (61%) of people say that a fulfilling job is more important than money or advancement. The values and support of the people worked with is also reported as a top criteria.Stop and think about those to statements. We are all competing to better ourselves and provide more for our families. But at the end of the day, we will sacrifice money for fulfillment and RELATIONSHIPS! The Power of Relationships!
As you know, the trust among social media users is generally much stronger than the trust between a user and a brand. This means that what your candidates say about the experience of interviewing at your organization will be important to your social media audience. And…it will command a high degree of authority!Candidate experience has always been an important factor in an organizations overall brand and recruitment success. However with the scale that social media provides, it is increasingly important that employers are staying up to date with what applicants say. Cause one negative – just one comment – could be seen by hundreds or even thousands of people. Take a look at the two job seekers on the screen. Here are their stories. Both individuals are working to change career paths and are looking for organizations that offer good training, development and growth opportunities. Like most job seekers, they’ve turned to a search engine as their starting point. Let’s discuss the frustrated gentleman first. His name is Richard and as you can see, he’s not very happy.Richard is looking to change industries. He starts his search on CareerBuilder to find a new job. He finds an employer and opening that looks interesting, but he wants to find out more about the company. He uses Yahoo! and finds only the company’s website. He view the web site, but with no true Careers section, he doesn’t receive the information he wanted. He tries Google to find more about the company and still not much information. Next, he heads to Facebook, and still nothing. Frustrated, he decides not to apply and wonders why the company does not have a Facebook page or any other social media presence.Naturally, Richard gravitates toward a channel that does provide good information. In fact, he finds himself on the Facebook page of a well branded and socially integrated employer that has a list of opportunities right on their Careers Facebook page! This starts to ease his frustration as he’s finally found an opportunity that may suit him. Ok, now let’s talk about Grace.She’s also decided to change jobs but wants to work in an industry closely related to the one she’s in now. Like Richard, she begins researching potential future employers on CareerBuilder. She finds a really interesting opportunity and decides to find out more information. Before she applies, however, she wants to find out what current and ex-employees of these companies have to say about the culture, management, and work environment.. o she logs into LinkedIn and Xing and finds several people in her direct and extended network who have worked for these companies. Next, she Googles the company and finds a variety of sources of information in addition to the company’s web site. She clicks on the link to the company’s Facebook page. Here, she reads a profile of a day in the life of one of the company’s product managers. After reviewing it, she still has a question. She connects to the page by liking it and posts a question. In a few hours, she has her answer and decides to apply for the job. Her overall experience is clearly better than Richard’s experience. And this just highlights the begging of the process. Each time you interact with a candidate, this is your opportunity to promote your company’s brand, even if the candidate isn’t the right fit – he or she may still know someone who would be the right fit. These stories illustrates how critical social media is… not only to the candidate experience but also to overall talent acquisition visibility and results! When you are working to figure out what next steps to take, ask yourself one simple question, “How can I help my candidates find the information they seek?”
First Things First: Users need to be able to Find You.This means your username on social media platforms should clearly identify you. No StockholmSimon or iloveupcakes1977. The best practice to implement is simply your first and last name. For companies, grab the name of your company now. There are sites, such as knowem.com that allow you to see where your company is available on social media sites. Go out and grab them. The company name is best but you can always add the word career or recruitment on top of that to make the presence more specific. Next, keep logos consistent and readable on all profiles. For a personal account you use for work, keep you main photos and name the same on each site. Next, keep in mind that Candidates often research US as much as we attempt to research THEM. Keep company profiles up to date and robust. Next, the way you fill in your information on sites like Facebook and your Twitter bio should be strategically worded to match the key terms that your job seekers use when searching for opportunities. Think of key words and phrases that are most often used and include these in your profile. And these keywords and phrases should be sprinkled in all of the posts. You have to write for social media and adjust for your reader. Also, don’t forget about humanism! Recruiters must build relationships and Yes, this means you need to share some persona information about yourself. For example, if you like cats, talk about the trouble your cats get into from time to time. If you like running, talk about the best trails. By sharing who you are, you make yourself approachable but also express affinities that many encourage people to connect with you!
Positive Response Strategy. This is the less complex and infinitely less scary side of things. In principle, there is one rule to follow here: Publicly recognize and connect with those who speak positively about your employment brand. There’s a way to do this without having to reach out to EVERY user – through recognizing and connecting with users known as influencers. In social media, an influencer is someone who talks about your brand often and has a large audience that listens to their comments. In your listening stage, identify who your influencers are, and create a working list of who they are and where they show up online. Then simply work to ensure that you consistently highlight their efforts and positive comments, sharing them with others in different communities. Looking for ways to humanize your company’s brand, and become more transparent?This tactic does both, by publicly announcing that your organization appreciates and celebrates its advocates and employees.It’s a very powerful practice.