1) 92% of recruiters use or plan to use social media for recruiting, with Facebook and LinkedIn being the most popular.
2) Most recruiters saw positive impacts from social recruiting including an increase in candidate quantity (49%) and quality (43%), and more employee referrals (31%).
3) Over 70% of recruiters consider themselves at least moderately skilled at social recruiting and have successfully hired candidates through social networks.
The survey found that employers are increasingly using social networks like LinkedIn, Facebook, and Twitter for recruiting. They find social networks and employee referrals to be more cost-effective sources of quality candidates than traditional methods like job boards. As a result, most companies plan to invest more in social recruiting and referrals while investing less in job boards and search firms. The majority of companies are also planning to make new hires in 2009.
The survey found that 68% of organizations use social media to reach external audiences. The most commonly used platforms are Facebook (45%), LinkedIn (34%), and Twitter (28%). Marketing (67%), HR (44%), and public relations (38%) are the most likely to engage in social media activities on behalf of organizations. While 31% of companies track employee social media use and 43% block access to platforms on work devices, larger organizations are more likely to monitor and restrict access. The majority of organizations have used social media for 1-2 years to engage external groups like customers and employees.
Use of social networking and collaborative platforms in HR in Finnish enterpr...Magdalena Pawlowicz
The survey conducted among 102 HR professionals in Finnish organizations found that:
1) Most HR departments are not fully utilizing social networking and collaboration tools, with only 16% having HR software that allows communities, collaboration, and knowledge sharing.
2) Succession planning and workforce analytics capabilities are limited, with over half unable to identify employee expertise and most not using networks to find successors.
3) Learning and development can be improved, as only 38% encourage employee-generated content and 29% lack technologies for peer-to-peer learning.
The survey concludes that Finnish companies need to better adopt social and collaborative HR technologies to attract and develop talent, accelerate on-boarding, and improve key HR processes in
Recent college graduates still prefer traditional job search methods like job boards and career fairs over social media platforms. A study of 50 recent graduates found most found jobs through online postings and referrals, with few using LinkedIn. While companies have strong social media presences, graduates don't extensively follow them and aren't strongly influenced by brand awareness. Graduates care most about growth potential, pay and hours in a first job rather than understanding a company's values.
This document discusses a study on the role of social networking sites in recruitment from an Indian perspective. It provides background on the rise of social media and outlines the research questions and methodology. The study found that networking scope was the most influential quality for effective recruitment, especially for targeting specific groups. While costs were not affected, usage of social media for recruitment is still new to most Indian companies. Further longitudinal research is recommended.
Social recruiting has become mainstream, with 83% of companies now using or planning to use social media for recruiting. LinkedIn is the dominant social network for recruiting, used by 78% of companies, followed by Facebook at 55% and Twitter at 45%. Nearly half of companies plan to increase spending on social recruiting in 2010 compared to 2009 as the economy recovers. Social networks are seen as a more cost-effective alternative to traditional channels like job boards.
Improving employee engagement and performance through social analytics sada...N. Sadat Shami
The use of social media in the workplace is growing. One anticipates this trend to continue as more and more individuals comfortable with social media join the workforce. Social media provides an opportunity for organizations to obtain a real-time understanding of various aspects of the employee experience. For organizations to truly benefit from this aspect of social media, there is a need to build tools that allow an organization to make sense of the large scale unstructured data generated by social media. In this talk, I will first introduce a tool named Social Pulse that enables an organization to understand the social media chatter and sentiment of its employees. Social Pulse provides text and sentiment analysis, search and filtering, and several visualization features while respecting employee data privacy. I will then discuss how the data generated through Social Pulse can lead to insights that can improve outcomes of interest to an organization, such as employee engagement and performance.
Social media and the communication profession eacd en univ of st. gallenMarketingfacts
Social media and the communication profession eacd en univ of st. gallen
Source: http://www.eacd-online.eu/_files/news/eacd_1296806141_4d4bb0fd63614.pdf
via:
http://www.molblog.nl/bericht/onderzoek-social-mediagebruik-onder-communicatieprofessionals/
The survey found that employers are increasingly using social networks like LinkedIn, Facebook, and Twitter for recruiting. They find social networks and employee referrals to be more cost-effective sources of quality candidates than traditional methods like job boards. As a result, most companies plan to invest more in social recruiting and referrals while investing less in job boards and search firms. The majority of companies are also planning to make new hires in 2009.
The survey found that 68% of organizations use social media to reach external audiences. The most commonly used platforms are Facebook (45%), LinkedIn (34%), and Twitter (28%). Marketing (67%), HR (44%), and public relations (38%) are the most likely to engage in social media activities on behalf of organizations. While 31% of companies track employee social media use and 43% block access to platforms on work devices, larger organizations are more likely to monitor and restrict access. The majority of organizations have used social media for 1-2 years to engage external groups like customers and employees.
Use of social networking and collaborative platforms in HR in Finnish enterpr...Magdalena Pawlowicz
The survey conducted among 102 HR professionals in Finnish organizations found that:
1) Most HR departments are not fully utilizing social networking and collaboration tools, with only 16% having HR software that allows communities, collaboration, and knowledge sharing.
2) Succession planning and workforce analytics capabilities are limited, with over half unable to identify employee expertise and most not using networks to find successors.
3) Learning and development can be improved, as only 38% encourage employee-generated content and 29% lack technologies for peer-to-peer learning.
The survey concludes that Finnish companies need to better adopt social and collaborative HR technologies to attract and develop talent, accelerate on-boarding, and improve key HR processes in
Recent college graduates still prefer traditional job search methods like job boards and career fairs over social media platforms. A study of 50 recent graduates found most found jobs through online postings and referrals, with few using LinkedIn. While companies have strong social media presences, graduates don't extensively follow them and aren't strongly influenced by brand awareness. Graduates care most about growth potential, pay and hours in a first job rather than understanding a company's values.
This document discusses a study on the role of social networking sites in recruitment from an Indian perspective. It provides background on the rise of social media and outlines the research questions and methodology. The study found that networking scope was the most influential quality for effective recruitment, especially for targeting specific groups. While costs were not affected, usage of social media for recruitment is still new to most Indian companies. Further longitudinal research is recommended.
Social recruiting has become mainstream, with 83% of companies now using or planning to use social media for recruiting. LinkedIn is the dominant social network for recruiting, used by 78% of companies, followed by Facebook at 55% and Twitter at 45%. Nearly half of companies plan to increase spending on social recruiting in 2010 compared to 2009 as the economy recovers. Social networks are seen as a more cost-effective alternative to traditional channels like job boards.
Improving employee engagement and performance through social analytics sada...N. Sadat Shami
The use of social media in the workplace is growing. One anticipates this trend to continue as more and more individuals comfortable with social media join the workforce. Social media provides an opportunity for organizations to obtain a real-time understanding of various aspects of the employee experience. For organizations to truly benefit from this aspect of social media, there is a need to build tools that allow an organization to make sense of the large scale unstructured data generated by social media. In this talk, I will first introduce a tool named Social Pulse that enables an organization to understand the social media chatter and sentiment of its employees. Social Pulse provides text and sentiment analysis, search and filtering, and several visualization features while respecting employee data privacy. I will then discuss how the data generated through Social Pulse can lead to insights that can improve outcomes of interest to an organization, such as employee engagement and performance.
Social media and the communication profession eacd en univ of st. gallenMarketingfacts
Social media and the communication profession eacd en univ of st. gallen
Source: http://www.eacd-online.eu/_files/news/eacd_1296806141_4d4bb0fd63614.pdf
via:
http://www.molblog.nl/bericht/onderzoek-social-mediagebruik-onder-communicatieprofessionals/
1) The study examined how Danish companies use social media for talent acquisition. It found that while social media use is widespread, the level of maturity is still low due to a lack of strategy, competencies, processes, and metrics.
2) The main benefits of social media for talent acquisition cited were access to a larger, better pool of candidates and cost savings. However, respondents underrated the relationship-building potential of social media.
3) Barriers to effective social media use included lack of time and a focus on job postings rather than relationship-building. The study recommends developing social media strategies, policies, competencies and expanding beyond LinkedIn to improve maturity.
This document summarizes an article from the June 2012 issue of Training & Development magazine. The article discusses how social media is becoming integral to how organizations communicate, engage employees, and do business. It is shifting the nature of work and how effectively organizations adopt social technologies will impact their ability to adapt. The role of learning and development practitioners is changing from classroom-focused trainers to facilitators of informal, social, mobile learning opportunities. Practitioners must embrace new technologies and learning models to remain relevant and help organizations and employees navigate these disruptive changes.
This document is a project report submitted by Vibha Kattige to the University of Mumbai exploring the role of social media in the recruitment process. It includes an introduction outlining the objectives and scope of the study. The methodology section describes how secondary data was collected from research papers, articles, and surveys. Several figures are presented showing trends in social media use for recruitment by industry, job role, and geography. The background section provides definitions of social media and social networking sites, and discusses how e-recruitment and the use of social networks for recruitment has grown significantly. The report will continue to analyze the use of social media in the recruitment process and discuss benefits, risks, and the future of this approach.
Reframing practice: integrating social software to enable informal learning.Anne Bartlett-Bragg
This document discusses using social software to enable informal learning in organizational contexts. It begins by explaining how social software applications like blogs, wikis and podcasts are being used to facilitate knowledge sharing and informal learning. However, implementing social software for informal learning faces challenges including organizational, individual and pedagogical inhibitors. The document provides examples of these inhibitors and argues that educators need to adopt a Mode 3 teaching approach that guides informal learning through social software rather than more formal pedagogical models. Overall, the document analyzes how social software can support informal workplace learning but also identifies issues that must be addressed for its effective implementation.
COM 600 Social Media Theory and Practice #NewhouseSM6 Syllabus Fall 2013Dr. William J. Ward
COM 600 Social Media Theory And Practice #NewhouseSM6 Syllabus Fall 2013.
Graduate Social Media class in the S.I. Newhouse School of Public Communications at Syracuse University taught by DR4WARD.
This article originally appeared in Training & Development magazine February 2014 Vol 41 No 1, published by the Australian Institute of Training and Development.
It has been reproduced with permission from the editor.
This document provides an overview of social learning and how social media can be used to enhance training within an organization. It discusses social learning theory and how leaders should encourage positive behaviors through their own example. It also outlines how Facebook, YouTube, Twitter, and Google Plus can be implemented as social learning tools to help achieve organizational goals and foster collaboration. Key aspects of a successful social learning program are identified as improved efficiency, comprehension, and retention. The document emphasizes the importance of resource allocation to support an effective social network and establishing trust and accountability when using social media.
2011 Social Recruiting Survey From Jobviteglennmanko
- 89% of companies will use social networks for recruiting in 2011, up from 83% in 2010. LinkedIn is the dominant social network for recruiting, used by 87% of companies, though most companies now use two or more networks.
- Competition for talent is intensifying as 77% of companies expect increased competition and nearly two-thirds plan to recruit from competitors. One-third of companies expect the average new employee to stay less than two years.
- Social media tops the list of areas where companies plan to increase recruiting investment as competition grows. Referrals, direct sourcing, and social networks are considered the best sources for quality candidates.
- Two-thirds of companies report successfully hiring candidates
Mobile learning is predicted to become a major disruptor to traditional learning environments. However, there is currently a disconnect between how smartphones and tablets are integrated into personal lives versus educational and workplace settings. A survey found that while Australians widely use mobile devices personally, there has only been limited adoption of mobile learning initiatives in educational institutions and workplaces. Common barriers to adoption include a lack of skills and understanding of mobile learning, high development costs, and concerns about supporting multiple devices and ongoing upgrades. For mobile learning to realize its potential, it needs to be better integrated into overall learning strategies rather than viewed as a separate initiative.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
Compared to domestic relocation, relocating globally is a whole different ball game. We dispel the top 5 myths associated with relocating internationally.
The document summarizes key findings from a 2016 study of job seekers. Some of the main findings include:
- 74% of employees are open to a new job, though many are satisfied in their current role. Job seekers have mixed feelings about the job market.
- Social media is widely used, with Facebook being the dominant platform. It is used to research company culture and understand brand reputation.
- Benefits vary widely but healthcare is the most common. Over half of parents with children take no parental leave.
- Almost 20% have held "gig" jobs and many see it as a full-time role. Concerns about job automation are widespread but optimism remains.
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
Visit us at gykantler.com for more information.
The concept of a “brand” is no longer taboo at B2B companies. In fact, strong B2B brands outperform weaker ones by as much as 20%, according to recent research by McKinsey. Yet it’s not easy for ROI-obsessed marketers to justify spending money on their brand, which can be difficult to track. As a result, your brand is too often left either underfunded or on the back-burner altogether.
We’re going to help you solve this. In this presentation you’ll learn:
- How your brand can boost demand generation and other key performance indicators
- The elements of a B2B brand and how those are different from traditional consumer branding
- How to elevate your brand through B2B marketing channels and brand advocates
- Metrics to track the impact of your brand
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
Millennials: Understanding the GenerationUrbanBound
Understanding the Millennial mindset can be a tricky thing to do. Understand some of the key things Millennials need in the workforce in order to be happy. For even more information, check out our eBook here: http://resources.urbanbound.com/millennial-mindset-understanding-millennials
25 stats—13 positive, 12 negative—that reflect the marketing world, including content marketing, social media, email newsletters, analytics, blogging, digital video, and more.
Keep these stats in mind when crafting your marketing strategy.
The X factor: The Secret to Better Content Marketing Mathew Sweezey
Content Marketing is something we all must do, but we do not all do it well. The X Factor which separates the two is Agile Marketing. In this presentation I'll teach you what Agile Content Marketing is, the data to prove why Agile is better, and how to execute agile content marketing with agile lead nurturing, agile social advertising, and agile content creation.
What Would Steve Do? 10 Lessons from the World's Most Captivating PresentersHubSpot
The document provides 10 tips for creating captivating presentations based on lessons from famous presenters like Steve Jobs, Scott Harrison, and Gary Vaynerchuk. The tips include crafting an emotional story with a beginning, middle, and end; creating slides that answer why the audience should care, how it will improve their lives, and what they must do; using simple language without jargon; using metaphors; ditching bullet points; showing rather than just telling through images; rehearsing extensively; and that excellence requires hard work with no shortcuts.
1) The study examined how Danish companies use social media for talent acquisition. It found that while social media use is widespread, the level of maturity is still low due to a lack of strategy, competencies, processes, and metrics.
2) The main benefits of social media for talent acquisition cited were access to a larger, better pool of candidates and cost savings. However, respondents underrated the relationship-building potential of social media.
3) Barriers to effective social media use included lack of time and a focus on job postings rather than relationship-building. The study recommends developing social media strategies, policies, competencies and expanding beyond LinkedIn to improve maturity.
This document summarizes an article from the June 2012 issue of Training & Development magazine. The article discusses how social media is becoming integral to how organizations communicate, engage employees, and do business. It is shifting the nature of work and how effectively organizations adopt social technologies will impact their ability to adapt. The role of learning and development practitioners is changing from classroom-focused trainers to facilitators of informal, social, mobile learning opportunities. Practitioners must embrace new technologies and learning models to remain relevant and help organizations and employees navigate these disruptive changes.
This document is a project report submitted by Vibha Kattige to the University of Mumbai exploring the role of social media in the recruitment process. It includes an introduction outlining the objectives and scope of the study. The methodology section describes how secondary data was collected from research papers, articles, and surveys. Several figures are presented showing trends in social media use for recruitment by industry, job role, and geography. The background section provides definitions of social media and social networking sites, and discusses how e-recruitment and the use of social networks for recruitment has grown significantly. The report will continue to analyze the use of social media in the recruitment process and discuss benefits, risks, and the future of this approach.
Reframing practice: integrating social software to enable informal learning.Anne Bartlett-Bragg
This document discusses using social software to enable informal learning in organizational contexts. It begins by explaining how social software applications like blogs, wikis and podcasts are being used to facilitate knowledge sharing and informal learning. However, implementing social software for informal learning faces challenges including organizational, individual and pedagogical inhibitors. The document provides examples of these inhibitors and argues that educators need to adopt a Mode 3 teaching approach that guides informal learning through social software rather than more formal pedagogical models. Overall, the document analyzes how social software can support informal workplace learning but also identifies issues that must be addressed for its effective implementation.
COM 600 Social Media Theory and Practice #NewhouseSM6 Syllabus Fall 2013Dr. William J. Ward
COM 600 Social Media Theory And Practice #NewhouseSM6 Syllabus Fall 2013.
Graduate Social Media class in the S.I. Newhouse School of Public Communications at Syracuse University taught by DR4WARD.
This article originally appeared in Training & Development magazine February 2014 Vol 41 No 1, published by the Australian Institute of Training and Development.
It has been reproduced with permission from the editor.
This document provides an overview of social learning and how social media can be used to enhance training within an organization. It discusses social learning theory and how leaders should encourage positive behaviors through their own example. It also outlines how Facebook, YouTube, Twitter, and Google Plus can be implemented as social learning tools to help achieve organizational goals and foster collaboration. Key aspects of a successful social learning program are identified as improved efficiency, comprehension, and retention. The document emphasizes the importance of resource allocation to support an effective social network and establishing trust and accountability when using social media.
2011 Social Recruiting Survey From Jobviteglennmanko
- 89% of companies will use social networks for recruiting in 2011, up from 83% in 2010. LinkedIn is the dominant social network for recruiting, used by 87% of companies, though most companies now use two or more networks.
- Competition for talent is intensifying as 77% of companies expect increased competition and nearly two-thirds plan to recruit from competitors. One-third of companies expect the average new employee to stay less than two years.
- Social media tops the list of areas where companies plan to increase recruiting investment as competition grows. Referrals, direct sourcing, and social networks are considered the best sources for quality candidates.
- Two-thirds of companies report successfully hiring candidates
Mobile learning is predicted to become a major disruptor to traditional learning environments. However, there is currently a disconnect between how smartphones and tablets are integrated into personal lives versus educational and workplace settings. A survey found that while Australians widely use mobile devices personally, there has only been limited adoption of mobile learning initiatives in educational institutions and workplaces. Common barriers to adoption include a lack of skills and understanding of mobile learning, high development costs, and concerns about supporting multiple devices and ongoing upgrades. For mobile learning to realize its potential, it needs to be better integrated into overall learning strategies rather than viewed as a separate initiative.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
Compared to domestic relocation, relocating globally is a whole different ball game. We dispel the top 5 myths associated with relocating internationally.
The document summarizes key findings from a 2016 study of job seekers. Some of the main findings include:
- 74% of employees are open to a new job, though many are satisfied in their current role. Job seekers have mixed feelings about the job market.
- Social media is widely used, with Facebook being the dominant platform. It is used to research company culture and understand brand reputation.
- Benefits vary widely but healthcare is the most common. Over half of parents with children take no parental leave.
- Almost 20% have held "gig" jobs and many see it as a full-time role. Concerns about job automation are widespread but optimism remains.
60 Minute Brand Strategist: Extended and updated hard cover NOW available.Idris Mootee
This book includes the very latest thinking on branding and brand strategy. It has been published in different many languages and use by top global brands to train their brand managers. New updated hard cover version is not available from Amazon May 2013
Pls view in full screen mode. Published in more than 5 languages.
Visit us at gykantler.com for more information.
The concept of a “brand” is no longer taboo at B2B companies. In fact, strong B2B brands outperform weaker ones by as much as 20%, according to recent research by McKinsey. Yet it’s not easy for ROI-obsessed marketers to justify spending money on their brand, which can be difficult to track. As a result, your brand is too often left either underfunded or on the back-burner altogether.
We’re going to help you solve this. In this presentation you’ll learn:
- How your brand can boost demand generation and other key performance indicators
- The elements of a B2B brand and how those are different from traditional consumer branding
- How to elevate your brand through B2B marketing channels and brand advocates
- Metrics to track the impact of your brand
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
Millennials: Understanding the GenerationUrbanBound
Understanding the Millennial mindset can be a tricky thing to do. Understand some of the key things Millennials need in the workforce in order to be happy. For even more information, check out our eBook here: http://resources.urbanbound.com/millennial-mindset-understanding-millennials
25 stats—13 positive, 12 negative—that reflect the marketing world, including content marketing, social media, email newsletters, analytics, blogging, digital video, and more.
Keep these stats in mind when crafting your marketing strategy.
The X factor: The Secret to Better Content Marketing Mathew Sweezey
Content Marketing is something we all must do, but we do not all do it well. The X Factor which separates the two is Agile Marketing. In this presentation I'll teach you what Agile Content Marketing is, the data to prove why Agile is better, and how to execute agile content marketing with agile lead nurturing, agile social advertising, and agile content creation.
What Would Steve Do? 10 Lessons from the World's Most Captivating PresentersHubSpot
The document provides 10 tips for creating captivating presentations based on lessons from famous presenters like Steve Jobs, Scott Harrison, and Gary Vaynerchuk. The tips include crafting an emotional story with a beginning, middle, and end; creating slides that answer why the audience should care, how it will improve their lives, and what they must do; using simple language without jargon; using metaphors; ditching bullet points; showing rather than just telling through images; rehearsing extensively; and that excellence requires hard work with no shortcuts.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
Widespread acceptance of social recruiting leads to a spike in candidate quantity and quality and an increase in employee referrals, and social knowledge. The survey found that 92% of recruiters now use or plan to use social media for recruiting. Recruiters have successfully hired 73% of candidates through social networks. Social recruiting is seen as increasing both the number and quality of candidates.
2011 social recruiting report jobvite srp-2011Ximo Salas
According to a survey of over 800 US companies conducted in 2011:
- 89% of companies planned to use social networks for recruiting in 2011, up from 83% in 2010.
- Social media saw the largest planned increase in investment for recruiting among various sources.
- LinkedIn was the dominant social network for recruiting, used by 87% of respondents, though many companies used multiple networks.
- Two thirds of respondents expected increased competition for talent over the next year, driving more intense recruiting efforts.
- 89% of companies will use social networks for recruiting in 2011, up from 83% in 2010. LinkedIn is the dominant social network for recruiting, used by 87% of companies, though most companies now use two or more networks.
- Competition for talent is intensifying as 77% of companies expect increased competition and nearly two-thirds plan to recruit from competitors. One-third of companies expect the average new employee to stay less than two years.
- Social media tops the list of areas where companies plan to increase recruiting investment as competition grows. Referrals, direct sourcing, and social networks are considered the best sources for quality candidates.
- Two-thirds of companies report successfully hiring candidates
The document summarizes the key findings of the 2011 Jobvite Social Recruiting Survey:
1) 89% of companies plan to use social networks for recruiting in 2011, up from 83% in 2010, as social recruiting becomes more essential amid increasing competition for talent.
2) LinkedIn is the dominant social network for recruiting, used by 87% of respondents, though most companies now use two or more major networks like LinkedIn, Facebook, and Twitter.
3) Two-thirds of respondents have successfully hired candidates through social networks like LinkedIn, where 95% of companies report hiring at least one candidate.
- 89% of companies will use social networks for recruiting in 2011, up from 83% in 2010. LinkedIn is the dominant social network for recruiting, used by 87% of companies, though most companies now use two or more networks.
- Competition for talent is intensifying as 77% of companies expect increased competition and nearly two-thirds plan to recruit from competitors. One-third of companies expect the average new employee to stay less than two years.
- Social media tops the list of areas where companies plan to increase recruiting investment as competition grows. Referrals, direct sourcing, and social networks are considered the best sources for quality candidates.
- Two-thirds of companies report successfully hiring candidates
This document discusses strategies for social recruiting, particularly targeting college students and Generation Y. It outlines four approaches to recruiting according to a Michigan State University study. It also provides data on how human resources departments are increasing their use of technology and social media for recruiting. The document recommends focusing recruitment efforts on the communities and interests of candidates, leveraging search strategies, and emphasizing peer relationships rather than treating candidates as prospects.
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
The survey found that 94% of recruiters use or plan to use social media in recruitment efforts. 78% of recruiters have made a hire through social media. LinkedIn, Facebook and Twitter are the top social networks used, but recruiters also use other platforms like GitHub and Stackoverflow. Recruiters look at candidates' experience, skills, cultural fit and online presence. Social recruiting provides benefits like improved time to hire, quality of candidates, and estimated savings of over $20k per candidate hired. The hiring market is highly competitive, with 68% of companies offering referral bonuses to gain an edge.
Social Recruiting 2013 Survey Results via JobVite
• 94% of recruiters use or plan to use social media in their recruitment efforts • 78% of recruiters have made a hire through social media
This year’s results delve into how recruiters are leveraging social recruiting in addition to whether or not they are using it. Much like marketers, recruiters use social networks as part of a multi-channel strategy to find leads and nurture them to hire. Just as the days of “rented attention” and “one size fits all” campaigns are over in the marketing and advertising worlds, recruiters now focus on building their own talent pool and appealing to candidates’ individual preferences.
The best candidates are always “shopping” for a new job and have more information at their fingertips than ever before. To succeed in today’s fiercely competitive market, recruiters have started to use a marketer’s approach to find and cultivate the top talent:
• Facebook, Twitter and LinkedIn are still the recruiters social networks of choice – but they have company. Blogs, Youtube, GitHub, Stackoverflow, Yammer, and Instagram have emerged as channels recruiters also use to source talent. • Across social channels, recruiters look for professional experience, tenure, hard skills, industry-related voice and cultural fit as part of the hiring process. • LinkedIn remains the king of searching (96%), contacting (94%), vetting (92%) and keeping tab of candidates (93%).
Recruiters are also placing increasing importance on candidates’ social profiles:
• 42% have reconsidered a candidate based on content viewed in a social profile, leading to both positive and negative re-assessments • Profanity, and grammar and punctuation errors trigger negative reactions among recruiters over 60% of the time
Social recruiting is not just a way of finding the best cultural fit – there are also significant bottom line benefits
• Recruiters reported a jump in time to hire (33%), the quality of candidates (49%) and the quantity of candidates (43%) • 60% of recruiters estimate the value of social media hires as greater than $20k/year. 20% estimate the value of social media hires as greater than $90k/year.
Finally, developments in social recruiting exist in the context of a highly competitive employee market:
• Only 1.5% of recruiters expect the hiring environment to get less competitive in the coming year • 68% of companies offer referral compensation to gain a competitive edge in hiring.
This year’s results delve into how recruiters are
leveraging social recruiting in addition to whether or
not they are using it. Much like marketers, recruiters
use social networks as part of a multi-channel strategy
to find leads and nurture them to hire. Just as the days
of “rented attention” and “one size fits all” campaigns
are over in the marketing and advertising worlds,
recruiters now focus on building their own talent pool
and appealing to candidates’ individual preferences.
Part 1 of 4 LinkedIn Coaching Workshop conducted at Maricopa Workforce Connections in Phoenix, AZ. Presented by Nykky McCarley, LinkedIn Coach. Topics covered: Creating Profiles, Improving Profiles, Recommendations & Endorsements, Making Connections, Strategic Headlines & Summaries, & Tips & Tricks. Also, advice for positioning your profile for a career transition.
LinkedIn Hands-On Workshop Part 1 by Nykky McCarleymyfuturestate
Slide Deck from LinkedIn Coaching Workshop, presented by Nykky McCarley, LinkedIn Coach. Covers creating a profile, making connections, requesting recommendations & endorsements, with some coverage of job searching using the groups, jobs and companies tab.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
Jobvite Survey: Social Recruiting Survey 2013.Sage HR
The survey found that:
1) Social recruiting has seen near-universal adoption across industries, with 94% of recruiters using or planning to use social media in their recruitment efforts.
2) LinkedIn is still the top social network used by recruiters for searching, contacting, vetting candidates, but other networks like Facebook, Twitter, blogs and YouTube are also used.
3) Recruiters have seen improvements in time to hire, quality and quantity of candidates, and quality and quantity of referrals since implementing social recruiting. A majority estimate the value of social media hires as greater than $50K per year.
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.
Capgemini Consulting: Using Digital Tools to Unlock HR’s True PotentialCapgemini
In this Capgemini Consulting research report we look at why talent has gone digital and HR has not. We also outline how HR can unlock its true potential through digital tools.
Social networking sites are playing an increasingly important role in recruitment according to a survey conducted by Executives Online. LinkedIn was found to be the most popular and useful social networking site for both job searching and recruitment. While over half of respondents had used social networking sites to search for jobs, and more reported finding jobs through these sites compared to the previous year, LinkedIn was still seen as more valuable than other sites like Facebook and Twitter. Most respondents believed that social networking sites would continue growing in importance for recruitment in the future, though they may not completely replace more traditional methods.
Similar to Jobvite 2012 Social Recruiting Survey (20)
2. Widespread acceptance of social recruiting leads to a
spike in candidate quantity and quality and an increase in
employee referrals, and social knowledge.
Social media has quickly become a dominant force • A large majority of recruiters (71%) consider • Grammar and spelling mistakes in social profiles
for companies to find and hire quality talent. Because themselves savvy in social recruiting, having a also garnered a negative reaction from 54%
it allows employers to tap extended networks for sizeable understanding of what to look for in of respondents – much higher than alcohol
candidates that would not be found otherwise, social social profiles. consumption at 47% negative.
recruiting offers tremendous value to companies of all
sizes. It has become an essential avenue for recruiters • 49% of recruiters who implemented social As recruiters continue to collect more knowledge
to successfully compete in the war for talent. recruiting saw an increase in the quantity of on social recruiting best practices, the number of
candidates, and 43% noted a surge in the quality quality hires acquired through social media increases.
The increase in social media use for recruiting is of candidates. The role candidates’ social activity plays in hiring
a direct result of the number of quality candidates decisions also grows in importance. Hiring in and of
seen from social channels. As tracking systems and Respondents of this survey clearly suggest that itself has broadened its reach to include a multitude
social networks become commonplace in recruiting, social recruiting is forefront in their hiring strategies, of social media sources as companies continue to
trending data indicates social recruiting not only and in particular there’s growing interest in reviewing seek out new ways to find and hire the best talent.
increases the number of applicants in the hiring candidate’s profiles during the hiring process.
pipeline, but also the quality of candidates.
• 80% of respondents like to see memberships
• 92% of respondents use or plan to use social media and affinities with professional organizations.
for recruiting, an increase of almost ten percent Volunteerism also creates a positive impression
from the 83% using social recruiting in 2010. with 66% of respondents.
• 73% have successfully hired a candidate through • 78% had a negative reaction to illegal drug
social networks, making social recruiting a highly references; while 67% felt similar toward posts of
effective source of quality new hires. a sexual nature.
SOCIAL RECRUITING SURVEY RESULTS 2012 2
3. Q.
Do you or your company use social
networks or social media to support
your recruitment efforts?
Recruiters leveraging
social media to reach USE OR
PLAN TO BEGIN USING
candidates is at an 89 % 92 %
all-time high 82 %
92 % use or plan to begin using social
networks/social media for recruiting
2010 2011 2012
SOCIAL RECRUITING SURVEY RESULTS 2012 3
4. Q.
Which of the following social
networks or social media do
you or your company use,
or plan to use, for recruiting?
Facebook and Twitter MOST POPULAR SOCIAL NETWORKS
BEING USED FOR RECRUITING:
recruiting adoption 93%
growing rapidly while 2012
87%
LinkedIn becomes
2011
2010
78%
nearly universal
2012
66%
2011 55%
2010
55%
2012
54%
2011 47%
2010
45%
SOCIAL RECRUITING SURVEY RESULTS 2012 4
5. Q.
Since implementing social recruiting,
how have the below changed?
Social recruiting
just works better INCREASE DECREASE
STAYED
THE SAME
TIME
Since implementing social recruiting, TO HIRE
14% 20% 38%
49% saw an increase in quantity of candidates CANDIDATE
QUANTITY 49% 3% 24%
43% reported an increase in candidate quality
20% reported it took less time to hire
CANDIDATE
QUALITY 43% 3% 30%
31% saw increase in employee referrals EMPLOYEE
REFERALS 31% 2% 38%
SOCIAL RECRUITING SURVEY RESULTS 2012 5
6. Q.
Have you or your company
successfully hired a candidate who
73% of recruiters have was identified or introduced through
a social network or social media?
successfully hired a
candidate who was YES
identified or introduced 73 %
through a social 63 %
58 %
network or social media
15 % increase from 2010–2012
2010 2011 2012
SOCIAL RECRUITING SURVEY RESULTS 2012 6
7. Q.
How would you rate your social
recruiting skill level?
5% 4%
EXCEPTIONAL NON-EXISTENT
71% of recruiters consider
themselves moderate –
exceptional social 25 % 25%
NOVICE
STRONG
recruiters
41%
MODERATE
SOCIAL RECRUITING SURVEY RESULTS 2012 7
8. Q.
How many job openings do you
anticipate filling in the next 12 months?
11 70.7%
90 plan on
% %
increasing employee 28 % 0–5
15 %
89.2 100+
%
count to some degree 66.7% 5–10
in the next year
17% 30 %
50–100 10–50
SOCIAL RECRUITING SURVEY RESULTS 2012 8
9. Q.
Through which of these networks
have you hired?
89% have made a hire 89%
through LinkedIn,
26% through Facebook 26%
and 15% through Twitter
15 %
SOCIAL RECRUITING SURVEY RESULTS 2012 9
10. Q.
Rate the quality of candidates from these
sources: referrals, job boards, social
networks, direct sourcing, 3rd party search
firms, campus recruiting, SEO, corporate
career site, internal transfers.
The highest rated REFERRALS: 52%
candidates come from
2012
2011 29%
referrals, direct sourcing 2010
25%
and internal transfers
2012
DIRECT
SOURCING: 47%
2011 25%
2010
22%
2012
INTERNAL
TRANSFERS: 43%
2011 23%
2010
25%
SOCIAL RECRUITING SURVEY RESULTS 2012 10
11. Q.
How do you use the online profiles
when reviewing candidates?
2012 14%
NEVER
86% of recruiters 13%
are likely to look at 48% IF PROVIDED
ALWAYS
social profiles USE
25%
OCCASIONALLY
2011 2010
49% ALWAYS USE 32% ALWAYS USE
28% OCCASIONALLY 38% OCCASIONALLY
SOCIAL RECRUITING SURVEY RESULTS 2012 11
12. Q.
How would you react to these possible
items discovered while reviewing a
candidate’s social network profile?
POSITIVE NEUTRAL NEGATIVE
REFERENCES TO
Poor spelling and DOING ILLEGAL DRUGS
POSTS/TWEETS OF A
2% 8% 78%
profanity make a
SEXUAL NATURE 3% 21% 66%
PROFANITY IN
bad impression to a
POSTS/TWEETS 2% 15% 61%
SPELLING/GRAMMAR
majority of recruiters
ERRORS IN
POSTS/TWEETS 2% 33% 54%
PICTURES OF
CONSUMPTION OF ALCOHOL 1% 37% 47%
MEMBERSHIPS IN
PROFESSIONAL
ORGANIZATIONS 80% 10% 1%
VOLUNTEERING/DONATIONS
TO CHARITY 66% 22% 1%
POLITICAL POST/TWEETS
2% 62% 18%
OVERTLY RELIGIOUS
POSTS/TWEETS 3% 53% 26%
REFERENCES TO
BURNING MAN 3% 29% 18%
SOCIAL RECRUITING SURVEY RESULTS 2012 12
13. Q.
Do you compensate employees
for referrals?
65% of recruiters 7% N/A
compensate employees
for referrals
36 % more that $100 28%
43% more than $1000
NO 65 %
YES
SOCIAL RECRUITING SURVEY RESULTS 2012 13
14. Q.
What steps do you take to compete
against other employers?
HIGHER
COMPENSATION
30%
Recruiting passive BETTER
53%
candidates is the
BENEFITS
FLEXIBLE
most popular tactic in HOURS
47%
competitive recruiting OPTION TO
WORK REMOTELY 34%
FASTER
HIRING PROCESS
42%
RECRUIT
PASSIVE 62%
CANDIDATES
SOCIAL RECRUITING SURVEY RESULTS 2012 14
15. ABOUT THIS SURVEY: ABOUT JOBVITE
The Jobvite Social Recruiting Survey 2012 was Jobvite is the only recruiting platform that that
conducted online between May and June 2012. delivers real-time recruiting intelligence with
Over 1000 people across the globe completed the innovative technology for the evolving social
survey in response to an email invitation sent to a web. Leading, fast growing companies today use
registered list of human resources and recruiting Jobvite’s social recruiting, sourcing and talent
professionals. Respondents answered questions acquisition solutions to target the right talent and
using an online survey tool. The data collected from build the best teams.
this survey is available only in aggregate form.
Jobvite is a complete, modular Software-as-a-
For more information about the survey, please Service (SaaS) platform, which can optimize the
contact our media relations team at jobvite@ speed, cost-effectiveness and ease of recruiting for
atomicpr.com. any company. To find out more, take a product tour.
Additional Social Recruiting Resources: Jobvite Hire is a practical, intuitive web-based
• The 2012 State of Social Recruiting Infographic platform that helps you effectively manage every
• 2012 Jobvite Index stage of hiring. It’s the only social recruiting and
• Social Job Seeker 2011 applicant tracking solution that makes it easy for
• Jobvite Customer Videos everyone to work together on hiring. With Jobvite
• Jobvite Product Tours Hire, you can improve the speed and quality
of talent acquisition, create a great candidate
experience, and increase referral and social
network hires – all while using fewer resources.
Jobvite Source is an easy-to-use, web-based
application that can help you achieve your CONNECT WITH US
recruitment sourcing goals today. It’s the only social
sourcing and candidate relationship management www.jobvite.com
application that helps you target relevant talent
www.facebook.com/jobvite
through employee referrals, social networks and
the web – then build and engage your talent pool. www.twitter.com/jobvite
Jobvite Source is one intuitive platform to manage www.linkedin.com/company/jobvite
all sourcing programs and see the results.
650-376-7200
SOCIAL RECRUITING SURVEY RESULTS 2012 15