The document discusses social talent and the use of social networks for professional purposes. It provides statistics on InnoCentive such as the number of registered solvers and solution submissions. It also discusses how companies can leverage external talent and social networks to source innovation. Additionally, it presents data on employee engagement, how well managers understand their employees' skills and careers, and challenges in performance management and retaining top talent.
3. INNOCENTIVE
› Total Registered Solvers
Approximately 250,000 from nearly 200 countries
› Total Challenges Posted to InnoCentive.com
More than 1,200
› Total Solution Submissions
24,256
› Average Success Rate
50%
TALENT INTELLIGENCE
4. …we multiply our internal
innovation capability with a global
network of innovation partners
outside P&G. More than half of all
product innovation coming from
P&G today includes at least one
major component from an
external partner.
TALENT INTELLIGENCE
http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml
5. WHY “SOCIAL TALENT” AS A CONCEPT
› Talent exists outside your organization
› Talent is global
› Social networks connect you to that talent
› Your own talent is increasingly connected to external
opportunity
– Engagement and employee opportunity *within* your business
is more important than ever
– Social networks and social talent management support this
engagement
5 TALENT INTELLIGENCE
6. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
6 TALENT INTELLIGENCE
7. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
› Consistent with Blessing White data:
› Less than half (48%) of European employees would stay with their current
employer through the next 12 months if given a chance to leave.
› Number of European employees “determined to leave” their current employer is
now 14%, up from 10% in 2008.
7 TALENT INTELLIGENCE
8. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE
9. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE
10. OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS
› 35% planning to use social networks to improve knowledge and
education
› 29% to discuss industry specific topics
› 28% to find new business / clients
10 TALENT INTELLIGENCE
11. KNOW THE PEOPLE YOU HAVE
48%
say that their skills go
unnoticed
feel that their work
history & experiences
are not leveraged by
their employer
75%
11 TALENT INTELLIGENCE
12. WHO UNDERSTANDS WORKERS BEST?
Professional & work
capabilities
Other None of the
1% above
Don’t know 3% My family /
5% partner
21%
My line manager
22%
My friends
outside of work
4%
HR software /
systems
1%
My colleagues
and peers
43%
TALENT INTELLIGENCE
13. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE
19. TOP PERFORMER AND HI-PO DATA IS UGLY
› 80% of companies don’t know who is a flight risk.
› 78% of companies don’t know who is on a succession plan.
› 80% of companies don’t know who has a career path.
› 65% of companies don’t know much about who they’re
retaining.
› 84% of companies don’t if their development plans are working.
› 65% of companies don’t know much about Hi-Po’s.
TALENT INTELLIGENCE
20. UNTAPPED EXTERNAL SOCIAL NETWORKS
› 75% of employees said
that the company is not
leveraging their networks
and professional
relationships
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22. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
TALENT INTELLIGENCE
23. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› Since peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
TALENT INTELLIGENCE
24. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› Since peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
› Invest in mobility – move people around to avoid losing them
TALENT INTELLIGENCE
25. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› So, if peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
› Invest in mobility – move people around to avoid losing them
TALENT INTELLIGENCE
26. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
26 TALENT INTELLIGENCE
27. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
27 TALENT INTELLIGENCE
28. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
28 TALENT INTELLIGENCE
29. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
29 TALENT INTELLIGENCE
30. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
30 TALENT INTELLIGENCE
31. EXPERIMENT
› Facebook – hub for blue collar, line workers
› LinkedIn – hub for white collar, knowledge workers
› Twitter – channel or link to other content?
› YouTube – content and hub, source for other sites
› Txt – link to Millennials and mobile users
31 TALENT INTELLIGENCE
32. EXPERIMENT
› Facebook – hub for blue collar, line workers
› LinkedIn – hub for white collar, knowledge workers
› Twitter – channel or link to other content?
› YouTube – content and hub, source for other sites
› Txt – link to Millennials and mobile users
› Your success in each channel will vary by geography
› Your success will vary by job type
› Your success will vary based on maturity
32 TALENT INTELLIGENCE
33. FINAL THOUGHTS: RECRUITING DOESN’T LIVE IN A VACUUM
› Strong talent practices internally reduce dysfunctional turnover
› Less dysfunctional turnover means less time re-filling roles
› Which means more time on acquisition strategy
– LinkedIn
– Facebook
– YouTube
– Twitter
› Social is here to stay: examine all facets of social brand image
to candidates; it’s bigger than your recruiting presence
› You don’t have to be an expert to get started, just get started…
33 TALENT INTELLIGENCE
Editor's Notes
The IRI New Product Pacesetter Report ranks the best-selling new products in our industry in the U.S. every year. Over the past 14 years, P&G has had 114 top 25 Pacesetters — more than our six largest competitors combined. In the last year alone, P&G had five of the top 10 new product launches in the U.S. and 10 of the top 25.
Let’s start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call “passive candidates” – open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isn’t particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
Let’s start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call “passive candidates” – open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isn’t particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf