Talent acquisition and retention - Role of social media

1. Arshad Hasnain
Internet and Social Media – Quality tool for
Talent Acquisition and Retention
Paper presentation for ICQRE- 2011

2. Balance Your Media Diet
By Steven Leckart
© 2011 Infosys Technologies Limited Slide 2

3. Introduction
The Problem
High Attrition, Intense hiring competition
25% increase in turnover expected in 2012
Worldwide data suggests a median of 16% (Salary) spent as hiring cost. In India you spend 12.3% of the Salary as hiring cost.
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4. Why is it interesting
On an average 39 % of people with secondary education are unemployed all over the world
India has 41% people unemployed with secondary education.
1. Each year India produces roughly 500,000 engineers in the country,
2. By 2009, India also has a total of 37,160,000 telephone lines in use,
3. 506,040,000 mobile phone connections,
4. 81,000,000 Internet users—comprising 7.0% of the country's population
5. 7,570,000 people in the country have access to broadband Internet—12th largest country in the world in terms of
broadband Internet users.
6. Total fixed-line and wireless subscribers reached 543.20 million as of November, 2009.
7. 2010-11, annual revenues from IT-BPO sector is estimated to have grown over US$54.33 billion compared to China
with $35.76 billion and Philippines with $8.85 billion.
8. India's outsourcing industry is expected to increase to US$225 billion by 2020. The most prominent IT hub is
Bangalore. The other emerging destinations are Chennai, Hyderabad, Coimbatore, Kolkata, Kochi, Pune, Mumbai,
Ahmadabad , NCR .
9. India's growing stature in the Information Age enabled it to form close ties with both the United States of America
and the European Union.
10. Slowdown is still not over, recently growth rates of both India and China have been revised and rally between 6- 9 %.
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5. What are the main contributors
1. Not be sensitive to employee experience
2. Employee centricity lacking
3. Compelling Offer
4. Expectation is Not Shaped Properly
5. Life cycle Changes Not Managed
6. Developmental Needs Beyond the Functional Are Not Met
7. Wrong Hire
Factors affecting
Attrition
Others
Peer Pressure Environment
Organizational
Growth and Individual
Role Related Culture Pay Packets
Career Paths
Lack of Parental/Family Ambitions/Career Personality
No Challenge No Learning's Style of Boss Role Clarity Role Stress
Independence mobility aspirations factors
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6. What is generally done?
Popular Interventions in Corporate today
1. Compensation, Financial restructuring and New Incentive schemes
2. ILFS introduced as new Performance Linked pay
3. Loyalty pay
4. ESS and OC interventions- Employee satisfaction and Organizational Climate
5. HRD audits
6. Celebrations and Social and cultural Networks (Cultural forums, Group Celebrations)
7. Assimilation and Integration (Induction, “adaptation to leverage strengths”)
8. Coaching services, Psychological help, Buddy programs
9. Employee Engagement
10. Market Driven Approach
11. Job Design and OB Customization (Organizational behavior)
12. Change of Styles through 360 Degree Feedback and Internal Customer satisfaction Surveys
Some more methods
1. Don’t recruit those people who will be the most difficult to retain
2. Adapt to Attrition
3. Simplify and standardize jobs and use multi-skilling to help meet any contingencies
4. Focus on retaining intellectual capital even when employees leave
5. Cooperate with competitors. Form clubs and associations
6. Work with local schools and communities and develop a large source of skill base by giving
projects and grants to local colleges.
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7. What is the Point of View
1. 2011 is the Year of Social media – It has just begun
2. 2012 shall be the year of mobile platform – Its here and now
3. Why shall “Enterprise loose to Consumer “
4. Filter LinkedIn – Your call
5. Recruitment Marketing and True Branding is different
6. What is Candidate experience?
7. Forward looking metrics needed for recruitment and retention
8. HR legal issue is not the only Recruitment risk – risk of weak hiring, absence of developed leaders, cost of turnover
9. Talent management teams integration with delivery teams is important too
10. Leadership development cycle time needs to be shortened
11. HR has to be more externally focused
12. Pipeline is more important than ever before
13. Talent management needs to be $ impact focused
14. How can you use internet and social media in your favor
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9. 2011 is the Year of Social media – It has just begun!
1. Waking up with “Social media policy”
2. Bad Press, Formal circles and Reader reactions
3. Word of mouth vs. the Brand and Stock price
4. Employer Criticism might be a healthy discussion too
5. Propaganda vs. Employee advocacy
6. Social media analytics
7. Social networking, Enhanced Roles may mean more
customers (inbound marketing)
8. Thought leaders are experienced not advertised
9. Internet shall find you, you like it or not
10. Advocacy builds out of candidate experience
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10. 2012 shall be the year of mobile platform – Its here and now
1. Computers are dumb – Look at my I phone
2. Out of Windows lets get Google android
3. Socialism, Capitalism , Social, Crowd sourcing, Collaboration
4. Consumer applications evolve faster than Enterprise applications
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11. Why shall “Enterprise loose to Consumer”
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12. Filter LinkedIn – Your call
1. Linked in has become a formal platform for real people in corporate world
2. India has second most highest users after U.S
3. Half of the LinkedIn Users live outside USA
4. Linked in also carries statistics of Employers
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13. Recruitment Marketing and True Branding is different
1. Notion of Branding can be taken care by Recruitment marketing
2. Not taking note of employee perception is a risky preposition
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14. What is Candidate experience?
1. What defines employee centricity
2. What are the ways to track candidate/employee experience
3. Anyone Engaging with open Employer criticism sites like www.glassdoor.com
Forward looking metrics needed for recruitment and retention
1. Almost all current talent management and recruiting metrics are backward looking,
in that they tell you what happened in the past.
2. Other business functions like supply chain, production, and finance have long
championed the use of “forward-looking” or predictive metrics
3. leaders will shift their metrics emphasis. Forward-looking metrics can not only
improve decision-making but they can also help to prevent or mitigate future talent
problems.
HR legal issue is not the only Recruitment risk
1. HR risk management to be evolved as a strategy
2. Impact of weak hiring or absence of developed leaders shall push you back
3. $ impact - Cost of turnover most important metric
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15. Talent management teams integration with delivery teams
1. Talent management teams need to work seamlessly with Delivery functions
2. Strong feedback loop required within Quality, Training, Production and HR
Leadership development cycle time needs to be shortened
1. Baby boomers shall begin to retire soon
2. Social media / Different methods to be utilized for fast track, remote Leadership
development
HR has to be more externally focused
1. HR has a long history of being internally focused and not being “highly
competitive,” there is increasing pressure to become more business-like and to
adopt an “us-versus-them” perspective
2. That means conducting competitive analysis and making sure that every key
talent management function produces superior results to those at competitors
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16. Pipeline is more important than ever before
1. There are more opportunities to engage potential employees in advance
2. Predictive or Forward looking metrics shall help in giving a recruitment outlook in
advance in public domain
3. Referral and Advocacy is projected to contribute 75% of recruitment leads in
coming years.
Talent management needs to be $ impact focused
1. Talent management will face increasing pressure to directly demonstrate how their
hiring, retention, development, etc. is focused.
2. This is to ensure it directly increases and maximizes corporate revenues.
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17. Social Media Strategy – (Method)
1. Define your business strategy
2. Understand your customers
3. Define measurable & actionable KPI’s
4. Configure your analytics
5. Use Social Media Monitoring Tools
6. Understanding each social metric
7. Revise your strategy
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18. How can you use internet and social media in your favor
1. Blogs (Johnson & Johnson, Delta Air Lines)
2. Bookmarking/Tagging (Adobe, Kodak)
3. Brand monitoring (Dell, MINI)
4. Content aggregation (Alltop, EMC)
5. Crowdsourcing/Voting (Oracle, Starbucks)
6. Discussion boards and forums (IBM, Mountain Dew)
7. Events and meetups (Molson, Pampers)
8. Mashups (Fidelity Investments, Nike)
9. Microblogging (method, Whole Foods)
10. Online video (Eukanuba, Home Depot)
11. Organization and staffing (Ford, Pepsi)
12. Outreach programs (Nokia, Yum Brands)
13. Photosharing (Rubbermaid, UK Government)
14. Podcasting (Ericsson, McDonalds)
15. Presentation sharing (CapGemini, Daimler AG)
16. Public Relations – social media releases (Avon, Intel)
17. Ratings and reviews (Loblaws, TurboTax)
18. Social networks: applications, fan pages, groups, and personalities (British Airways, Saturn)
19. Sponsorships (Coca-Cola, Whirlpool)
20. Virtual worlds (National Geographic, Toyota)
21. Widgets (Southwest Airlines, Target)
22. Wikis (Second Life, T-Mobile Sidekick)
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19. Discussion / Conclusion
1. Internet and Social media are challenging organizations to become more “inside
out” .
2. Organizations face steep challenge in terms of turning Enterprise level apps
outdated as consumer level apps are in continuous improvement for being open
source / low investment, low effort, minimal control.
3. HRD functions have to change in terms of translating Competitiveness, $ Benefits,
Predictive projections and proactive planning.
4. After ownership of Social media marketing is defined a organization needs to have
a clear Social media strategy
5. Mobile apps are a space to watch for in 2012, a lot of developments in this area
might be “game changing”.
6. Social media is a powerful tool to reach out potential employees.
7. Social media provides companies and employees to collaborate seamlessly in their
area of expertise – enhancing job roles with social freedom ensures employees
working as Brand ambassadors.
8. Inbound marketing is largely undiscovered in majority of organizations this may
not be driven effectively without employee engagement on social advocacy.
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20. Disclaimer / Acknowledgments
All opinion, remark or views expressed are personal, participation sponsored by Infosys BPO.
• This paper is mainly assimilated and later compiled based on articles from Dr. John Sullivan who is a well-known thought leader
in HR. He is a frequent speaker and advisor to Fortune 500 and Silicon Valley firms. Formerly the chief talent officer for Agilent
Technologies (the 43,000-employee HP spin-off), he is now a professor of management at San Francisco State University. He
was called the "Michael Jordan of Hiring" by Fast Company.
• http://www.drjohnsullivan.com/
• http://www.ere.net
• Peter Kim
• http://www.cmswire.com
• http://www.ere.net/
• www.Nationmaster.com
• http://abhijitbhaduri.com
• Wikepedia.com
• Gary Fox
• Sheshadri BC
• Binaya K Behera
• Nidhi Makineni
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21. Thank You
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