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Rt webinar 022912
The webinar discussed driving long term engagement in talent communities. It explored how social technologies are changing talent management practices and the workforce. Online communities play a role by connecting people with similar interests and allowing them to share information. The webinar covered best practices for getting started, maintaining engagement, and measuring community efforts. Questions from participants were encouraged throughout the presentation.
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Rt webinar 022912
- 1. Driving Long TermEngagement In Talent Communities Recruiting Trends Webinar Wednesday, February 29, 2012 featuring Master Burnett – Director of Strategy Lucian Tarnowski – Founder & CEO The Talented Community
- 2. Topics for today •Explore how social technologies are evolving talent management practices and the workforce • Look at the role online communities play • Discuss how to get started building talent communities • Explore how to drive long term engagement • How to measure your efforts
- 3. Keep it ascasual as a webinar can be I like to take questions throughout, so by all means please submit using the Q&A tool as thoughts arise.
- 4. Social Technologies Are Changing the Game How Talent Management Practices, The Nature of Work Itself and the Structure of the Workforce are Changing
- 5. Social technologies arenot just other tools
- 6. Fundamental shifts -content • Authority User Generated – Influence (trust factor) • Authenticity • Tolerance • Broad/Generic Niche Relevance – Numerous Channels, Fragmentation – Noise • Buying Visibility Earning Visibility – Social Trending/Discovery
- 7. Innovate Expand intoNew Markets Contain Cost Customer Centric
- 8. Fundamental shifts –talent management • Linear Lattice Career Progression – Flatter, Virtual, Collaborative, Project Based • Accelerated Mobility – Time in Tenure, Development Cycle • Formal Informal Learning – Social Collaboration, Learning Networks • Silo’d Integrated Resourcing – Full Time Alternatives • Complexity
- 9. Fundamental shifts –nature of work 1960 Generalist Skills Task Oriented Predictable Workload Individual Contributor Geographically Dependent 2012 Complex Knowledge Work Technical Collaborative Team Based Time Pressured Mobile / Virtual
- 10. Fundamental shifts -workforce 100 80 60 Employees Temporary Consultant 40 Contractor OSP 20 0 1960 1970 1980 1990 2000 2010 2020
- 11. New talent community! Unlessyou terminate your entire workforce and start over from scratch, your future workforce will always contain: Converting/New College Service Strategic Contractors Intern/Early Providers Partners Experienced Current Alumni External Employees
- 13. The Role ofOnline Communities
- 14. What is anonline community? An online community is a group of people with similar goals or interests that connect and exchange information using web tools. ... An online talent community is a group of people that share an affinity for an organization, profession or skill that connect , share opinions, exchange information, and collaborate using web tools.
- 15. Three distinguishing points Connects Organization/Profession/Skill with all Stakeholders Groups COMMUNITY Connects Members to Connects Members to Other Members Non-Members (Discovery)
- 16. What’s not atalent community Any centralized database of individuals (applicants, candidates, direct sourced targets, etc.)
- 17. Role in themodern world • Online communities are the new “meeting places” for digital citizens across the globe • They form the backbone of the modern support system • They are where content gets discovered • They are where discussions happen whether you participate or not • They are where perceptions are formed, vetted and cemented
- 18. What talent communitiescan enable: • True Employer Branding – Segment, share/listen, test alignment • Broader Talent Ecosystem Engagement – See talent across all labor types • Discover Talent Otherwise Overlooked – Added insight, pre-applicant assessment • Cultivate / Grow Future Talent – Mentor, influence, educate/develop • Leverage Brand Army
- 19. Getting Started Key ActionSteps, Success and Failure Factors
- 20. Key action steps– the basics 1 Understand your target member(s) 2 Define how and what you want members to do 3 Design a community that delivers value to all 4 Set realistic expectations Plan for the internal change management needed to 5 support talent communities and community mgmt 6 Be realistic about allocating resources
- 21. Warning: Crass lessoncoming Nothing grows in a sandbox … especially one littered with crap!
- 22. Healthy communities arelike gardens • You have to seed them (content and interaction) • You can’t put some plants together • You need to fertilize infant plants • You have to manage pests • You have to eliminate rotten matter • You need to split them when they grow to large • Your results grow as your skills grow • It takes time!
- 23. Success factors –beyond the basics • Great Community Manager – Dedicated champion of transparency – Solicits/drives interaction – Doesn’t judge – Capable of engaging with different audiences – Promotes diversity of thought and inclusion • Build in rewards for desired member activity • Connect to offline events • Build on member commonalities • REMEMBER: It’s not about YOU!
- 24. Failure factors • Assumingall professions are created equal – If existing CoP’s cannot be found, you face an uphill challenge • Focusing solely on the technology • Not dedicating time/resources • Delivering little/no value • Locking down the target member too tight • Not designing for interaction
- 25. Keeping Your Audience Engaged It’s Just Like Any Other Relationship
- 26. Six keys tosuccessful TC engagement 1 Common Interest 2 Dedicated Time Together 3 Two-way Communication 4 Tolerance for Honesty 5 Authenticity / Empathy 6 Opportunity to Grow Together**
- 27. Design for engagement Curious Applicant Pipelined Newly Hired Ambassador Alumni Employee Contractor/ Consultant This movement requires a planned experience. Outsourced Service Provider This is the only segment that values job announcements. Competitor Intern Aspiring Employee Other Stakeholder
- 28. Measuring Your Efforts Focusingon the Wrong Measure Will Drive the Wrong Activities
- 29. Common Community Measures • # of Unique Visitors • Conversion Rate of Members • # of repeat Visitors • Average time between repeat visits • # of minutes spent in community • # of referrals per time period • Conversion rate of referrals • # of interactions per member
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- 32. BraveNewTalent – TheTalented Community BraveNewTalent is a community platform that bridges the gap between: • Education • Skills • Employers
- 33. Start by buildinga primary community
- 34. Use custom landingpages to invite
- 35. Drive tagged audiencesto your community BraveNewTalent allows organisations to leverage their internal knowledge experts, aspiring leaders, alumni, customers, strategic partners, vendors, etc. to cultivate the next generation workforce by engaging in dynamic multi-party, multi-modal conversations focused on skills and the application of skills inside organizations. SEO/SEM News Twitter Print Advertising Advertising LinkedIn Facebook Advertising Advertising BraveNewTalent Email Community Word of Mouth Campaigns Platform
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- 37. Contact us: Master Burnett Lucian Tarnowski master@bravenewtalent.com lucian@bravenewtalent.com (408) 421-8255 +44 845 226-9049 Twitter: @masterburnett @LucianT @bravenewtalent www.bravenewtalent.com