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Social Talent Management Research
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.
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Social Talent Management Research
- 1. SOCIAL TALENT RESEARCH DavidWilkins, VP Taleo Research
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- 3. INNOCENTIVE › Total RegisteredSolvers 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 ourinternal 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 NETWORKSFOR 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 NETWORKSFOR 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 CASESFOR 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 PEOPLEYOU 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 WORKERSBEST? 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 WORKERSBEST? 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
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- 17. PERFORMANCE MANAGEMENT ANDCOMPENSATION
- 18. PERFORMANCE MANAGEMENT ANDCOMPENSATION
- 19. TOP PERFORMER ANDHI-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 SOCIALNETWORKS › 75% of employees said that the company is not leveraging their networks and professional relationships 20 TALENT INTELLIGENCE
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- 22. DEFENSIVE STRATEGIES: KEEPTHE 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: KEEPTHE 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: KEEPTHE 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: KEEPTHE 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: ACQUIRENEW 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: ACQUIRENEW 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: ACQUIRENEW 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: ACQUIRENEW 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: ACQUIRENEW 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: RECRUITINGDOESN’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
- #5 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.
- #7 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
- #8 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
- #23 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
- #24 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
- #25 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
- #26 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