it deal with how social media help for HR in recruiting, training and development of employee. it also recognize the best talent by using social media.
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.
Using Digital Tools to Unlock HR’s True PotentialCapgemini
The document discusses how digital technologies are transforming how employees and job seekers interact with organizations, but HR functions have generally lagged in adopting digital. While mobile devices and social media now account for a significant portion of job searches and reviews, most organizations still rely on traditional recruitment and learning methods. The survey findings show HR processes have low levels of digitization, with few using social recruiting or interactive learning platforms. The document outlines how digital can enhance HR processes through increased efficiency, insights, and engagement if barriers like outdated HR systems, lack of data use, and perceptions of HR are addressed. HR must gain management support and prioritize an integrated digital strategy to fully realize the benefits.
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
The document discusses how companies are increasingly using social media for internal communication and employee engagement purposes beyond just talent recruitment. A KPMG report found that social media is being used to improve internal effectiveness, enable mobility and collaboration, and facilitate true 360-degree feedback. Many large companies like Nokia, Singtel and Red Hat are leveraging social platforms internally to improve information sharing, collaboration across locations, and feedback exchanges between employees and customers.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
SME2 is a consultancy that assesses social media skills, workflows, and staffing levels to help clients optimize their social media programs. It uses a series of tools to audit social media competencies and interview teams. SME2 identifies strengths, gaps in skills and processes, and provides recommendations to improve capabilities, leverage existing staff, and close competency gaps through training. The assessment covers 33 skills across content, project management, social media expertise, and leadership. SME2 helps clients maximize the effectiveness of in-house and agency partnerships to better achieve social media goals.
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.
Using Digital Tools to Unlock HR’s True PotentialCapgemini
The document discusses how digital technologies are transforming how employees and job seekers interact with organizations, but HR functions have generally lagged in adopting digital. While mobile devices and social media now account for a significant portion of job searches and reviews, most organizations still rely on traditional recruitment and learning methods. The survey findings show HR processes have low levels of digitization, with few using social recruiting or interactive learning platforms. The document outlines how digital can enhance HR processes through increased efficiency, insights, and engagement if barriers like outdated HR systems, lack of data use, and perceptions of HR are addressed. HR must gain management support and prioritize an integrated digital strategy to fully realize the benefits.
Using digital tools to unlock hr's true potentialRick Bouter
The document discusses how digital technologies are changing how employees and job seekers interact with organizations, but HR functions have been slow to adopt digital. It finds that job seekers increasingly use social media and mobile to search for jobs, while most organizations still rely on traditional recruitment methods. HR processes like learning and development also show low levels of digitization. The document recommends organizations upgrade their IT systems to be more integrated and flexible, use data analytics to improve decision making, and build top management support to drive digital transformation of HR.
The document discusses how companies are increasingly using social media for internal communication and employee engagement purposes beyond just talent recruitment. A KPMG report found that social media is being used to improve internal effectiveness, enable mobility and collaboration, and facilitate true 360-degree feedback. Many large companies like Nokia, Singtel and Red Hat are leveraging social platforms internally to improve information sharing, collaboration across locations, and feedback exchanges between employees and customers.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
This document is a winter project report submitted for a Master's degree in Management Studies from the University of Mumbai. It studies how social media is being used as an important recruitment tool. The report acknowledges that more businesses are successfully using social media platforms like LinkedIn, Facebook, and Twitter to find and recruit qualified candidates. While social media provides opportunities to engage with a large pool of potential applicants, companies must also balance maintaining traditional successful recruiting strategies. The future of recruitment is increasingly connected as social media usage continues to grow.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
SME2 is a consultancy that assesses social media skills, workflows, and staffing levels to help clients optimize their social media programs. It uses a series of tools to audit social media competencies and interview teams. SME2 identifies strengths, gaps in skills and processes, and provides recommendations to improve capabilities, leverage existing staff, and close competency gaps through training. The assessment covers 33 skills across content, project management, social media expertise, and leadership. SME2 helps clients maximize the effectiveness of in-house and agency partnerships to better achieve social media goals.
This document provides an overview of social business and how organizations are applying social approaches. Some key points:
- Social business involves embedding social tools and practices into organizational activities both internally and externally. This allows for improved knowledge sharing, collaboration, and customer experiences.
- Leading organizations are applying social business to create valued customer experiences, drive workforce productivity and effectiveness, and accelerate innovation.
- To create customer value, companies are using social media to engage and listen to customers, build online communities, and shift marketing and sales online.
- Applying social approaches internally increases transparency, allows experts to more easily share knowledge, and improves collaboration both within and outside the organization.
- While investment in social business is
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
Facebook Recruitment and Employer Branding: Best Practices and Ideas From the...RiseSmart
Check out this joint guide from Work4™ and CKR Interactive to learn:
- Specific tactics for optimizing your social recruiting efforts on Facebook
- Best practices for effective employer branding
- The eight building blocks of social recruitment success
Social Media & Recruitment: Global Trends and OpportunitiesTeemu Arina
This document discusses trends in using social media for recruitment. It provides a brief history of recruitment moving online from 1995 to 2010 as job search websites and social networks merged. It notes that 89% of U.S. companies plan to recruit through social networks within a year and 55% will increase social recruiting budgets. Experts from companies like Best Buy and Accenture discuss viewing social media as a necessity to compete and plan to recruit large percentages through social platforms. The top social media for recruitment are identified as Twitter, Facebook, specialized Facebook tools, and video. Benefits of social recruiting include increased transparency, representing culture, entertainment, information sharing and humanization. Trends like crowdsourcing, e-workers, linking expertise with
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Social media can be an effective recruitment tool by enabling companies to build and leverage networks, engage in conversations to source candidates, and enhance their employer branding. While social media is not a recruitment strategy on its own, understanding where target talent engages online and developing strategies to interact with them can help companies recruit passively. Common social media platforms for recruitment include LinkedIn, Facebook, Twitter, and YouTube.
The document summarizes the speakers and topics from the CJiX2011 conference over two days. Day 1 covered topics such as embracing mistakes, engaging different generations, using video technology in recruitment, and mobile technology trends. Day 2 discussed social media recruitment, monitoring online trends, workforce demographics, and the importance of consciousness and relationships between companies and recruitment agencies.
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Social networks are increasingly impacting hiring quality, while employer branding is both a competitive threat and advantage. Companies are using data better to make hiring and branding decisions, investing in internal hiring to retain talent, and figuring out mobile recruiting. Talent leaders surveyed focused on sourcing highly skilled talent and improving quality of hire. [/SUMMARY]
Social Media Recruitment & Employer BrandingJatin Singh
Agenda:
1) To familiarize the audience with the concepts of ‘Social Media Recruitment’ & ‘Employer Branding’.
2) To shed light on the employer’s initiatives towards these two emerging concepts.
3) To make the audience aware as to how they can contribute to these initiatives.
The document discusses using social media, specifically Facebook, Twitter, and LinkedIn, for lead generation. It provides tips on creating engaging content, using paid promotion features like promoted posts and ads, and tracking results. The key recommendations are to post mostly valuable content and focus promotion on content with clear calls-to-action. Tracking engagement and conversion metrics is important to measure the effectiveness of social media lead generation efforts.
The document summarizes the key findings of LinkedIn's 2013 Global Recruiting Trends survey. The top five trends identified are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is being used to make better hiring and branding decisions, 4) companies are investing in internal hiring to retain top talent, and 5) companies are figuring out mobile recruiting. The document provides details on each trend and compares recruiting metrics and priorities across different regions.
This document discusses talent in the digital era and the need for a Chief Talent Officer to lead digital talent transformation. It presents a model for digital competencies called kata consisting of skills like mobile use, social media, design, and data analysis. The document advocates developing skills like distributed cognition, collective intelligence and lifelong learning. The role of the Chief Talent Officer is to understand the digital opportunity, identify talent challenges and transform the talent journey, attracting and engaging talent through employer branding and selecting the best talent.
The document discusses 5 key trends in global recruiting based on a survey of over 3,300 talent acquisition leaders in 19 countries. The top trends are: 1) Social professional networks are increasingly impacting quality of hire. 2) Employer branding is both a competitive threat and advantage. 3) Data is used to make better hiring and branding decisions. 4) Companies are investing in hiring internally to retain top talent. 5) Companies are figuring out mobile recruiting to engage candidates on all devices. The document provides details on each trend and the actions talent leaders are taking regarding these emerging areas.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
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.
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
SECTORS AND THEMESTitle hereAdditional information in .docxjeffreye3
SECTORS AND THEMES
Title here
Additional information in Univers
45 Light 12pt on 16pt leading
kpmg.com
Credits and authors in Univers
45 Light 12pt on 16pt leading
Human resources
and social media
Does social media keep you up at night?
What you need to know about the
opportunities and risks for your workforce
kpmg.com
by Karen Isaacson and Sarah Peacey
A good hockey player plays where the puck is. A great
hockey player plays where the puck is going to be.
Wayne Gretzky
Human resources and social media | 1
Executive summary
Supercharging talent acquisition
and talent management
Addressing mobility and collaboration
Leveraging the multigenerational workforce
Managing the potential risks associated
with social media
Conclusion … how to get ready
Contents
02
04
05
06
09
12
2 | Human resources and social media
Truly world-class leaders empower key employees to become
evangelists for the firm on social media platforms, helping
customers, building the brand, attracting talent, and giving
a personal face to the company. In addition to the external
advantages, these key social media leaders become even more
engaged and personally bonded to the company, its mission,
and goals if done correctly. These employees can come from
anywhere in the organization, from interns, to line personnel,
to managers, to product leaders, to executives – but it must
be done correctly and be given the support and attention
necessary to prevent the foray from falling flat.
Social media is well-established as a consumer and brand-
oriented set of tools. Increasingly, social media is being offered as
an innovative solution for internal effectiveness. When strategy
and governance are integrated with social media tools, they
can positively impact your organization. An organization that
thoughtfully embraces social media can realize opportunities
across four areas:
Executive summary
Senators ask feds to probe
requests for Facebook passwords
USA Today, March 25, 2012IBM has 21 YouTubeTM channels, GE 12 and Ford 10;
40 percent of corporate Twitter users engage in
customer services
Burson-Marsteller, February 15, 2011
Virgin Atlantic sacks 13 crew members over Facebook posts
The Guardian, November 1, 2008
United Airlines is replacing the hefty flight manu
als
and chart books its pilots have long used with
11,000 iPad® devices carrying the same data
United Airlines, August 2011
By 2014, 47 percent of the population will be
composed of millennials (born after 1980) who
were raised playing video games and surfing the
Internet to get information
U.S. Bureau of Labor Statistics
USA Today, March 25, 2012
Cisco retracts job offer on TwitterThe Telegraph, January 21, 2010
80 percent of companies use social media for
recruitment... And 95 percent of them use LinkedIn
searchenginejournal.com, February 2012
Vi i Atl
84 percent of the Fortu
ne Global 100 use at le
ast one
social media platform
Burson-Marstelle.
This document provides an overview of social business and how organizations are applying social approaches. Some key points:
- Social business involves embedding social tools and practices into organizational activities both internally and externally. This allows for improved knowledge sharing, collaboration, and customer experiences.
- Leading organizations are applying social business to create valued customer experiences, drive workforce productivity and effectiveness, and accelerate innovation.
- To create customer value, companies are using social media to engage and listen to customers, build online communities, and shift marketing and sales online.
- Applying social approaches internally increases transparency, allows experts to more easily share knowledge, and improves collaboration both within and outside the organization.
- While investment in social business is
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
Facebook Recruitment and Employer Branding: Best Practices and Ideas From the...RiseSmart
Check out this joint guide from Work4™ and CKR Interactive to learn:
- Specific tactics for optimizing your social recruiting efforts on Facebook
- Best practices for effective employer branding
- The eight building blocks of social recruitment success
Social Media & Recruitment: Global Trends and OpportunitiesTeemu Arina
This document discusses trends in using social media for recruitment. It provides a brief history of recruitment moving online from 1995 to 2010 as job search websites and social networks merged. It notes that 89% of U.S. companies plan to recruit through social networks within a year and 55% will increase social recruiting budgets. Experts from companies like Best Buy and Accenture discuss viewing social media as a necessity to compete and plan to recruit large percentages through social platforms. The top social media for recruitment are identified as Twitter, Facebook, specialized Facebook tools, and video. Benefits of social recruiting include increased transparency, representing culture, entertainment, information sharing and humanization. Trends like crowdsourcing, e-workers, linking expertise with
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Social media can be an effective recruitment tool by enabling companies to build and leverage networks, engage in conversations to source candidates, and enhance their employer branding. While social media is not a recruitment strategy on its own, understanding where target talent engages online and developing strategies to interact with them can help companies recruit passively. Common social media platforms for recruitment include LinkedIn, Facebook, Twitter, and YouTube.
The document summarizes the speakers and topics from the CJiX2011 conference over two days. Day 1 covered topics such as embracing mistakes, engaging different generations, using video technology in recruitment, and mobile technology trends. Day 2 discussed social media recruitment, monitoring online trends, workforce demographics, and the importance of consciousness and relationships between companies and recruitment agencies.
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Social networks are increasingly impacting hiring quality, while employer branding is both a competitive threat and advantage. Companies are using data better to make hiring and branding decisions, investing in internal hiring to retain talent, and figuring out mobile recruiting. Talent leaders surveyed focused on sourcing highly skilled talent and improving quality of hire. [/SUMMARY]
Social Media Recruitment & Employer BrandingJatin Singh
Agenda:
1) To familiarize the audience with the concepts of ‘Social Media Recruitment’ & ‘Employer Branding’.
2) To shed light on the employer’s initiatives towards these two emerging concepts.
3) To make the audience aware as to how they can contribute to these initiatives.
The document discusses using social media, specifically Facebook, Twitter, and LinkedIn, for lead generation. It provides tips on creating engaging content, using paid promotion features like promoted posts and ads, and tracking results. The key recommendations are to post mostly valuable content and focus promotion on content with clear calls-to-action. Tracking engagement and conversion metrics is important to measure the effectiveness of social media lead generation efforts.
The document summarizes the key findings of LinkedIn's 2013 Global Recruiting Trends survey. The top five trends identified are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is being used to make better hiring and branding decisions, 4) companies are investing in internal hiring to retain top talent, and 5) companies are figuring out mobile recruiting. The document provides details on each trend and compares recruiting metrics and priorities across different regions.
This document discusses talent in the digital era and the need for a Chief Talent Officer to lead digital talent transformation. It presents a model for digital competencies called kata consisting of skills like mobile use, social media, design, and data analysis. The document advocates developing skills like distributed cognition, collective intelligence and lifelong learning. The role of the Chief Talent Officer is to understand the digital opportunity, identify talent challenges and transform the talent journey, attracting and engaging talent through employer branding and selecting the best talent.
The document discusses 5 key trends in global recruiting based on a survey of over 3,300 talent acquisition leaders in 19 countries. The top trends are: 1) Social professional networks are increasingly impacting quality of hire. 2) Employer branding is both a competitive threat and advantage. 3) Data is used to make better hiring and branding decisions. 4) Companies are investing in hiring internally to retain top talent. 5) Companies are figuring out mobile recruiting to engage candidates on all devices. The document provides details on each trend and the actions talent leaders are taking regarding these emerging areas.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
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.
This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
SECTORS AND THEMESTitle hereAdditional information in .docxjeffreye3
SECTORS AND THEMES
Title here
Additional information in Univers
45 Light 12pt on 16pt leading
kpmg.com
Credits and authors in Univers
45 Light 12pt on 16pt leading
Human resources
and social media
Does social media keep you up at night?
What you need to know about the
opportunities and risks for your workforce
kpmg.com
by Karen Isaacson and Sarah Peacey
A good hockey player plays where the puck is. A great
hockey player plays where the puck is going to be.
Wayne Gretzky
Human resources and social media | 1
Executive summary
Supercharging talent acquisition
and talent management
Addressing mobility and collaboration
Leveraging the multigenerational workforce
Managing the potential risks associated
with social media
Conclusion … how to get ready
Contents
02
04
05
06
09
12
2 | Human resources and social media
Truly world-class leaders empower key employees to become
evangelists for the firm on social media platforms, helping
customers, building the brand, attracting talent, and giving
a personal face to the company. In addition to the external
advantages, these key social media leaders become even more
engaged and personally bonded to the company, its mission,
and goals if done correctly. These employees can come from
anywhere in the organization, from interns, to line personnel,
to managers, to product leaders, to executives – but it must
be done correctly and be given the support and attention
necessary to prevent the foray from falling flat.
Social media is well-established as a consumer and brand-
oriented set of tools. Increasingly, social media is being offered as
an innovative solution for internal effectiveness. When strategy
and governance are integrated with social media tools, they
can positively impact your organization. An organization that
thoughtfully embraces social media can realize opportunities
across four areas:
Executive summary
Senators ask feds to probe
requests for Facebook passwords
USA Today, March 25, 2012IBM has 21 YouTubeTM channels, GE 12 and Ford 10;
40 percent of corporate Twitter users engage in
customer services
Burson-Marsteller, February 15, 2011
Virgin Atlantic sacks 13 crew members over Facebook posts
The Guardian, November 1, 2008
United Airlines is replacing the hefty flight manu
als
and chart books its pilots have long used with
11,000 iPad® devices carrying the same data
United Airlines, August 2011
By 2014, 47 percent of the population will be
composed of millennials (born after 1980) who
were raised playing video games and surfing the
Internet to get information
U.S. Bureau of Labor Statistics
USA Today, March 25, 2012
Cisco retracts job offer on TwitterThe Telegraph, January 21, 2010
80 percent of companies use social media for
recruitment... And 95 percent of them use LinkedIn
searchenginejournal.com, February 2012
Vi i Atl
84 percent of the Fortu
ne Global 100 use at le
ast one
social media platform
Burson-Marstelle.
How to Leverage Social Media in HR?, Imad LahhadThe HR Observer
Everyone is jumping on the Social Media bandwagon and HR is no exception. One thing is for sure, it is not a joyride if you are not equipped with the right strategy and tools. Which platform is the most suitable? What are the guidelines? Do we need specific expertise to make the best of them? This workshop will give HR executives’ insights and hands-on experiences on how organisations are leveraging social networks.
What you will learn
• Leveraging social networks to benefit the entire organisation
• Implementing and managing social networks to spur innovation and knowledge sharing
• Using social media to increase employee engagement and bolster employer branding
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Social media is increasingly being used by both recruiters and candidates in the hiring process. Employers are using platforms like LinkedIn, Facebook, and Twitter to post jobs, research potential candidates, and validate their credentials. Candidates also use these sites to search for employers and learn more about company cultures. Some companies have found social media to be an effective hiring channel, with 60% of one company's senior hires coming through LinkedIn in 2011. Engagement on social media for recruiting purposes involves having a presence on key channels, communicating effectively, and showcasing relevant content to attract top talent.
1. The document discusses talent acquisition in IT groups, comparing it to traditional recruitment. Talent acquisition is more strategic and focuses on developing a talent pipeline, employer branding, and nurturing candidates, while recruitment focuses only on filling open roles.
2. It outlines some key elements of talent acquisition, including extensive planning, understanding different workforce needs, positive employer branding, talent scoping and management, and use of metrics.
3. The document then discusses trends in India's growing recruitment agencies industry, with increasing digitalization and use of mobile phones. Technology is transforming hiring through tools like AI, social media, and analyzing candidate data online.
While job seekers and employees are increasingly using digital channels like social media and mobile devices, HR functions still rely heavily on traditional recruitment and communication methods. Digital tools can help organizations attract, engage, and develop talent more effectively. Gamification and social media have boosted learning, leadership development, and employer branding. However, outdated HR systems, a lack of data-driven insights, and low prioritization of HR among senior management are hindering greater adoption of digital in HR. To fully leverage digital, companies need executive support to modernize HR IT infrastructure and use data more strategically across the employee lifecycle.
This deck talks about impact of social in HR with some examples of how IBM is doing it. It was used to deliver the talk in St Joseph's College of Business Administration, Bangalore on 8th aug 2015
The document discusses trends in recruiting and talent assessment. It notes that recruiting has become more complex due to the explosion of new assessment tools driven by cloud technology. These tools assess a candidate's potential rather than just their skills and help companies better identify top talent. The document also discusses how big data and social media are changing recruiting by allowing companies to learn more about candidates and engage with them online. It suggests recruiting in the future will rely more on blending people-focused recruiting with business strategies, processes, technology, and data insights to provide a competitive advantage.
The document discusses social media recruitment (SMR) and its importance. SMR has become a major tool for hiring, with over 90% of companies using platforms like LinkedIn, Facebook, and Twitter to recruit candidates. It provides advantages like access to a large pool of passive and active job seekers, improved candidate quality, and faster hiring. The document promotes Dakotta Alex and his company FastHire.com for helping organizations build their employment brands and perform effective SMR.
The whitepaper from IBM delves into workforce shifts and how organisations can leverage the shift, redesign work and build a smarter workforce to meet the organisation’s need for talent.
Human Resource Management:Recruitment and Selection, Placement and Induction)Boyet Aluan
The document discusses various methods that organizations use to recruit new staff and how recruitment methods have changed over the past 10 years due to technological advances.
Traditional methods like newspaper ads, employee referrals, and temp agencies are still used but have been supplemented by new online methods. Automated online applications and social media platforms like LinkedIn, Facebook, and Twitter allow organizations to more efficiently source and engage candidates.
Of the newer methods, employee referral programs and social media, especially LinkedIn, have been among the most effective at generating quality hires. However, many HR directors remain skeptical of social media's effectiveness and prefer traditional methods. Poorly designed recruitment processes that fail to properly target candidates or promote organizational benefits have proven
Public Relations and the "S" Curve: adoption, innovation and moving forwardRichard Binhammer
Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications.
The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA
Hope you enjoy it
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
By leveraging newly available data and new
analytic tools, HR leaders will be better able to help
their organisations create value across a broad
spectrum of potential, thereby enhancing their
own role and stature in the process.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
Finding the right talent is critical for transforming companies and building comprehensive talent acquisition plans. This document summarizes a roundtable discussion between HR leaders on trends and practices in talent acquisition. Key topics discussed include the need for blended talent strategies using social media and employer branding; assessing candidates using recruitment technology and analytics; ensuring sourcing mixes are optimized between channels like referrals, job boards, and search firms; and the consumerization of talent technology through mobile and modular apps. The discussion also addressed skills gaps, demographic shifts, and using data to gain insights on the future talent landscape.
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. SOCIAL MATTERS OF
HUMAN RESOURCE
-2014
we are now all digital citizens
3. 2013 – Organizations began in earnest to integrate social
technologies into recruitment, development and
engagement practices.
2014 - Social integration becoming the status quo.
4. Forward-Thinking :
HR leaders making the connection between having a solid
social media strategy and finding top talent.
CONSUMERIZATION OF HR (New phase):
Employees not only demand to bring their own devices to
work, but also want to use these mobile devices
To change the way they work with peers,
Communicate with their manager
Interact with the HR department.
5. Microsoft survey :
9,000 workers across 32 countries, 31 percent would
be willing to spend their own money on a new social tool if it made
them more efficient at work.
Seven social media trends:
As organizations leverage all forms of social collaboration
to re-imagine how they source, develop and engage employees.
7. Seven Social Media Trends in HR
1. Big data
2. Mobile Apps.
3. Gamification in work place.
4. Re-think The Performance Review.
5. Learning will be social and happen anywhere & anytime.
6. MOOC’s.
7. Capture your organizational klout.
8.
9. 1.Big Data
New Jobs Find You before You Even Know you’re looking
A mid our nation’s legendary dearth of skilled workers,
talent acquisition has risen to the top of the CEO agenda.
66 percent of CEOs say that the absence of necessary skills
is their biggest talent challenge
- PwC’s global CEO Study
This approach to recruitment is creating a new technical
world order.
Job applicants are found and evaluated by their merits and
contributions.
10.
11. 2. Mobile Apps
New Job-Search Frontier
39% of the US population uses tablet devices.
-Fortune 500companies conducted by CareerBuilder
43%of job candidates’ research their prospective employer and
read the job description on their mobile device just 15 minutes prior
to their interviews.
20% of Fortune 500 companies have a mobile-optimized career
site.
80% of companies are missing the fact that tablet and smart phone
users expect to see job listings and information in a visual way
- Glassdoor.com
12.
13. 3. Gamification In The Workplace
A mid our nation’s legendary dearth of skilled workers, talent
acquisition has risen to the top of the CEO agenda
Gamification in the business context is taking the essence of
games.
ATTRIBUTES APPLICATIONS
• Puzzles - Real-world processes
•Play - New hire on-boarding, and.
•Transparency - Learning & development
•Design - Health
•Competition -Wellness
14. The company’s “Ignite Leadership” Game, aligned with its
overall employee engagement framework, was created to develop
5 key skills for leaders:
1. Negotiation
2. Communication
3. Time management
4. Change management
5. Problem solving.
Not just about using badges, mission and leader boards.
Change the way they work, communicate and innovate with
peers and customer
15.
16. 4. Re-think The Performance Review
performance management system
2 Innovations on this front.
1. Companies are leveraging the wisdom of the crowds and
discovering that by leveraging social recognition
2. Check-In.
Check-In –is an informal system of real-time feedback, which has no
forms to fill out or submit to HR.
Evaluation: what they achieved against their own goals, rather than
how they compare to their peers.
Goal : HR processes more transparent and to democratize the flow
of information throughout the organization.
17.
18. 5. Learning Will Be Social
Happen Anywhere & Anytime
Organizations are bringing “social” inside the enterprise and
adopting tools such as
oYammer
oAdobe Connect
oGoogle Hangouts
Make it far easier to find experts, collaborate with peers and
learn both from and with colleagues.
19.
20. 6. MOOC’s (Massive, Open, Online, Courses)
Revolutionize Corporate Learning & Development
MOOCs used to replace certain executive education courses.
companies are creating their own versions of MOOCs – within
the company.
Sometimes the courses exist to train prospective candidates in
the skills they need to be considered for employment, as a sort of
train before hire process.
21. 7. Capture Your Organizational Klout
Klout score is a statistical score ranks on variables such as:
•how many people you reach through social media
•how much they trust you
•on what topics you are perceived a thought leader.
Helps in landing them a new job or promotion.
For employees: These data points can mean the difference
between a raise, a promotion or staying in the same job.
For employer: The ability to assess individual employee expertise
based upon the identification of a company’s collective expertise.
22. Social tools drive manager &
employee collaboration &
knowledge acceleration to
allow enterprises to more
effectively leverage their skills
to drive business success