Linda Lutton, a Project Leader at Futurestep, will be speaking at the onrec.com Online Recruitment Conference & Expo 2010, to be held at the Donald E Stephens Convention Center, in Chicago from September 14-16, 2010.
More recruiters find themselves facing growing hiring needs while struggling with reduced internal talent resources. With over 18 years of RPO and Recruiting experience Linda will share proven methods to relieve some of the current resource hurdles in her session: Jumpstart Your Talent Recovery: An Insider’s Look at the Outside Staffing Option. With over 40 expert speakers at onrec Expo 2010 this will be one of the many great learning opportunities for the attendees.
onrec Expo 2010 provides a thriving network and exposition hall packed with the latest tools and services to help your organization hire the best, and is highly regarded as the “must attend” recruitment event of 2010 where corporate recruiting practitioners and thought leaders will educate hundreds of attendees with cutting edge training (HRCI Credit pending) on innovative sourcing, screening and recruiting techniques and technologies.
onrec Expo 2010 will bring together global delegates and exhibitors involved in recruitment to share their common interests, provide a business driven networking environment, and stimulate discussions, debates, and beneficial partnerships.
As the economy shows signs of recovery and companies begin hiring again, talent planners often find themselves facing growing hiring needs while struggling with reduced internal talent resources. If you find yourself facing this dilemma, outsourced staffing provides a compelling talent strategy option, but there is no single provider or formula for success that’s right for every situation.
In this presentation, Linda will share valuable lessons from more than 20 years in the recruiting industry, working from both the buyer and provider sides of the outsourced staffing function. From experience, she will provide practical insight that can help you better understand your needs, ask the right questions, and drive the right decisions for your talent organization. This presentation will cover critical areas of interest, including:
· Risks and Rewards: Where Companies Succeeded and Where they’ve Gone Wrong?
· Establishing Goals: Understanding Your Needs and Setting Realistic Expectations
· Making Sense of the Options: Contingent Search, Retained Search, On-site/Off-site Recruiters, Projects, RPO
· Things You May Not Have Considered: Near-term vs. Long-term Effectiveness, SLAs, Communication, the Real Meaning of Scalability, and other Important Insights
Linda is responsible for managing client relationships working with notable enterprise such as Fonterra, FBI, Conoco Phillips and General Mills. Prior to joining Futurestep she spent over 18 years in the recruiting industry, managing RPO teams on the service provider side for Bernard Hodes and on the corporate side was responsible for bringing an RPO solution back in-house for the Hershey Company and led the evaluation, implementation and management of an RPO solution for Storage Technologies.
Futurestep is a Korn/Ferry Company and a leading global talent acquisition solutions provider, helping companies build and implement strategies for improving their talent acquisition operations. Key areas of focus include Talent Acquisition Consulting, Recruitment Process Outsourcing, Project-Based Recruitment and Mid-Level Recruitment. With operations on four continents, Futurestep provides the experience and expertise to address the most pressing talent acquisition challenges facing companies today. To learn more, visit www.futurestep.com.
About onrec Expo:
onrec Expo is Onrec.com’s annual international recruitment conference featuring a wide range of over 25 industry specific topics from more than 40 of the top thought leaders and industry experts - and with the 2009 acquisition of Kennedy Information's Recruiting Conference and RecruitingTrends.com, onrec Expo has effectively become the must attend recruitment conference of the year.
A division of the Tarsus Group - an international B2B media company creating industry-leading events, publications and online media since 1998 - Onrec.com is the world's leading information resource for Human Resource and Recruiting professionals, and is the accompanying website to Online Recruitment Magazine, which takes an in-depth look into recruitment and industry suppliers - helping corporate recruiters, recruitment agencies, and suppliers find the best resources available through a range of media and services. A growing portfolio supported by Tarsus Online Media, features educational and networking products in the talent management, HR and recruiting sector including; TalentManagementTech.com, RetentionInstitute.com, TheRecruitingConference.com, RecruitingTrends.com, and Onrec.com.
Start onrec Expo 2010 by joining our great line-up of leading experts on online sourcing. Expand your understanding of the proven tools, techniques, and strategies to deepen your talent pool and optimize your sourcing channels, by attending the preconference Sourcing Summit: http://www.Onrec.com/conferenceusa/pages/sourcing_summit1
For an overview of all Onrec session topics visit: http://www.Onrec.com/conferenceusa/pages/session_descriptions
For more information on all of the speakers participating at this event visit: http://www.Onrec.com/conferenceusa/pages/speakers
For more information on the Onrec.com Online Recruitment Conference & Expo 2010, contact Anna Brekka at anna@Onrec.com or go to www.Onrec.com/conferenceusa…
maybe disagree with a few others. I sometimes think that diversity is maybe the most misunderstood issue in the world of business today. That is unfortunate because, while it has always been important in a number of ways, it is now becoming a really, really, really critical business issue...
+The nature of competitive advantage is changing, which is making diversity and inclusion more important.
+We are on the front end of an unprecedented generational transition...bringing generational differences to the forefront and also bringing us what looks to be a significant amount of leadership and workforce volatility. +By the end of this calendar year the Bureau for Labor Statistics is predicting that 70% of new entrants into the workforce will be women and People of Color...meaning if you are not good at attracting, engaging and retaining women and People of Color you are going to be competing for a shrinking portion of the available talent.
+Employee retention and engagement in most organizations translate into large dollar numbers, and as the economy tightens up are going to become increasingly important. Many organizations have a great deal of room for improvement in the retention and engagement of women, People of Color, Gen Y, Gen X and other employee groups
Just a few points that I would share...a few things from my perspective:
1.) Diversity (if we are using dictionaries) means difference . It does not mean race, or gender, or quotas or affirmative action. Those things are all a part of the larger conversation, but diversity is much bigger than any of those specific things. It means difference, and difference comes in a lot of forms.
2.) Diversity is a relational attribute...it exists within the context of relationships. If we are being precise with our language there is no such thing as a "diverse person" ...we have all probably heard the word used that way and we generally know what is being communicated, but that is not accurate use of the word. If someone is "different", they have to be different from something or someone...a relationship is inherent. Diversity exists between people. It is an emergent property of groups and relationships and it exists in every relationship between human beings. You can pick any two people from anywhere on this planet, put them in a room together and there is diversity there. There may or may not be racial diversity, gender diversity or age diversity in that relationship but there is still more diversity present than those two people will ever be able to explore in there life times. So...true diversity and inclusion work is not a "set of tools" or an "attitude" to be pulled out just when you are interacting with a co-worker or a client that is of a different race or from a different country...it is work that applies to every relationship that you have with another human being, because every relationship that you have with another human begin involves diversity. The other characteristic that is present in every relationship that you have with another human being is commonality. Because of the paradoxical and contextual nature of our social and cognitive identities there are differences and commonalities between us and every other person on this planet. And if our relationships / interactions / transactions /conversations with other human beings (co-workers, clients, spouses) are going to be healthy, valuable, effective, authentic and sustainable...then we must be about exploring both the difference and the commonality within, because both represent great value for us. Real diversity and inclusion work is not about any kind of "preference", it is about who we are in relationship with and the nature of those relationships. We want those relationships / interactions / conversations to be as authentic and real as possible so that we can make the best decisions (hiring, firing, promoting, dating, electing, etc.). Contrary to what we might like to believe, those decisions are often times heavily influenced by stereotypes, assumptions, labels, judgements, etc., regardless of what our intentions are or how good of a person we consider ourselves to be.
3.) We have to get clear on the value of diversity. This might not be a terribly popular thing for me to say, but I believe that a lot of us in my line of work (I am basically a "diversity consultant") have not done a particularly good job when it comes to this. In my humble opinion I believe that we have also done a poor job of really defining and breaking down diversity...this is a big part of why there is so much confusion still around these issues. I continue to see people saying and writing things like "there is no business case for diversity", "diversity is more trouble than it is worth", etc. Do not be deceived...the business case for diversity (there are actually a number of specific business cases, depending on what you are actually doing (targeted recruiting, training, etc.)) is strong. Cognitive diversity (very different from identity diversity, but informed by it) is a critical ingredient for creativity and innovation. We live in a time when innovation is rapidly becoming the new competitive advantage, and that alone makes diversity and inclusion pretty dang valuable. Cognitive diversity also drives better problem solving and decision making on a group level. When it comes to groups of people solving complex problems, diversity actually trumps talent. Identity diversity (things like race, gender, age, orientation, etc.) has also been proven to improve group decision making...I just finished reviewing an excellent study that looked at how juries deliberated, processed information and made decisions and how that was influenced by whether there was racial diversity present or not, and it has a profound and positive impact. As I look around the world of business (and healthcare, education, government, law enforcement, etc.) I would say that we could certainly benefit from some better problem solving and decision making...and diversity can help us get there. There is a lot of very good, very strong research out there that shows the raw power and value of diversity, unfortunately a lot of it is hidden away in academic, science and research oriented journals. A lot of my work is geared towards sharing this information and research with folks in the corporate world. A couple of good books for examining some of the research around this are The Difference, by Scot Page and The Medici Effect, by Frans Johansson.
4.) We have to get clear on human nature. We are not quite the beings we think we are. One of the reasons that we need to have a "focus" on diversity is that we are wired socially to avoid difference. Regardless of our intentions (this is not about being good people or being bad people, this is about how human beings function socially) we are all biased. We all operate on assumptions that we make about people and groups of people and we all have many cognitive biases that skew how we interpret the behavior of other people, the value we assign to their behavior, what we remember about people and what we think we remember about people. That is why today in 2008 the research shows that if I put two copies of the exact same resume online, one with a stereotypical white name and one with a stereotypical black name, the one with the white name would be downloaded many, many, many more times. It is not because there are a gazillion evil, racists, hateful recruiters out there, rather it is because of how we are wired as human beings. So we need to own that, deal with it and make at least a little bit of effort to counteract it. And again, this is what a lot of my work focuses on...this is why I call my work "Illuminating Blind Spots", because we have a lot of blind spots...a lot of ways in which we do not make decisions and process information quite the way we think we do.
5.) We have to be honest with ourselves about what we truly believe. I appreciate the fact that folks are concerned about "reverse-discrimination." Discrimination is discrimination in my book and it is a bad business practice, it is bad citizenship, it is bad morally, theologically and in just about every other way I can think of. And if we are truly and seriously against discrimination then our outrage should first and foremost be directed towards the systems, institutions and processes that we are a part of. If we truly believe that talent and ability are not determined by race, ethnicity, gender, orientation, etc. then we should be outraged by the fact that there has never been anyone other than a white male in the White House. Nothing against white men, I happen to be one myself. But if talent is not determined by gender and / or race, a "fair" system would never produce a result like that. If we are wanting to take a stand against discrimination, we should be outraged that there is almost ZERO racial, ethnic, gender orientation at C-level positions in the Fortune 500, that there is almost ZERO racial, ethnic, gender diversity on the Boards of Directors of those Fortune 500 Companies. If we believe that talent and ability are not determined by race, gender, etc. than that outcome can only exist as a result of a clearly biased system. And that outcome is not just something that exists at that level. I live in Omaha, Nebraska. And this is a good community with all of the right intentions. And here in Omaha Nebraska the Board of Directors for our Chamber of Commerce has almost ZERO racial, ethnic, gender diversity. We are either outraged by that or...or...or we really believe something different from what we are saying in public. We are either outraged by the clearly biased system right in front of us, or we believe we believe that white men are more talented and able leaders.
Truth be told, there are very few real organizational diversity initiatives in this country. I am someone who studies, designs, supports and works with organizational diversity efforts at large and small organizations, and for the most part they are understaffed, underfunded, and undersupported at best. To be successful they need to work with numerous functions across the organization, yet they are staffed in HR which does not have the political or other capital to really back them. ...and at worst they are set up to fail. The vast majority of them (even many of the initiatives at the organizations that win the diversity awards) are focused more on perception than they are on reality. There are very few that are actually changing organizational culture and individual behavior...not for lack of effort or for lack of the right intentions, but largely due to he still prevalent misunderstanding and confusion around what diversity really is and what it really means, and also due to some of the baggage and damage from past diversity work.
There may be the perception that some of their efforts are about discrimination or preference...but many of the employees of an organizations often do not know the truth about their own diversity initiatives. Employee Resource Groups can be a powerful and dynamic tool for recruiting, retention, leadership development, R&D and a number of other things, and today it is rare to find an organizationally sponsored ERG that is not open to any employee that is interested in participating. But a lot of people still have this idea that ERGs are exclusive. Just like the vast majority of people (regardless of whether they oppose it or support it) do not actually understand what Affirmative Action is...what it does...and what its impact has been.
I have certainly not worked with a diversity initiative that is having the impact of reverse - discrimination, if they are out there, they appear to be horribly ineffective at this reverse discrimination. And if they are having that effect, they are based on flawed principles. Based on what I have observed in the last ten years from the world of business with the Enrons, Worldcoms, AIGs, etc., ad nauseum, I would venture to guess that there are some diversity initiatives out there that are operating on flawed principles, but I think we have far bigger fish to fry...and they are swimming all around us. Grab one.
Respectfully Submitted (that means please do not invite me to leave after my first post)
Illuminating Blind Spots
diversity | inclusion | authenticity | innovation | transformation
ollow and would appreciate any feedback to know if its something that we should continue to do. So, sit back, grab a coffee and enjoy the conversation!
Don't forget to join us and participate in the live Chat each week on Tuesday's and Thursday's at 3pm ET / 12pm PT.
Susan Burns So, William - take it away and lets hear whats on your mind with HR and Social Media
3:03pm William Well good afternoon to all you non-West Coast recruiting people
3:03pm Maren Hogan That's an illustrator graphic from a mac, I will shut up now
3:03pm Ben Yoskovitz Hi Susan ... and everyone else.
3:03pm William I had recently done a preso
3:03pm William on Social Media (sm) and HR
3:04pm William amazingly only 25% had read a blog
3:04pm William and only one other person in the audience of 70 wrote a blog
3:04pm William pretty stunning...
3:04pm Business Support by Mittie wow...
3:04pm William It's really encouraging to know that you folks are already distinguishing yourself from the rest
3:04pm Maren Hogan Dan Schwabel posted a stat that um, I think 70 or 80% of marketers (not HR I know) were using social media
3:05pm Susan Burns Wow - the # who had at least read a blog is lower than I would have anticipated
3:05pm Susan Burns William - what was the average age - approx, of the group?
3:05pm Business Support by Mittie that is a very good question
3:05pm William Great q: don't know would guess that they were mostly boomers
3:05pm Susan Burns HI Ben!
3:06pm Lance Haun that's not surprising
3:06pm William So I'd thought we could start off w/ collaborating on just what is Social Media - and come up with a definition. Any takers?
3:06pm William(hi, Lance)
3:06pm Maren Hogan Oh fudge, I hate definitiongs
3:06pm Maren Hogan no g
3:07pm William Let's making a working one... no wikipedia etc.
3:07pm Business Support by Mittie creating video advertisemnts for example, marketing that appeals to a younger demographic I think
3:07pm William How would you explain it to that HR audience I just had...
3:07pm Susan Burns virtual collaboration, sharing and content creation
3:07pm Lance Haun hmm, user driven
3:07pm Steve Levy SM - recruiting the way it used to be done before technology...meeting and greeting and developnig relationships
3:07pm Susan Burns Hi Steve!
3:07pm William Mittie... those are great examples of Sm.
3:07pm Rob Humphrey sure.. social media is content distributed by technology...the web..mobile phone...etc
3:07pm Business Support by Mittie thank you
3:07pm WilliamN ice Steve!
3:07pm Steve Levy calls, birthday cards, coffee chats
3:07pm Susan Burns Hey Rob!
3:07pm Ben Gotkin interactive, multimedia, transparent
3:07pm William(hi, Rob)
3:07pm Maren Hogan it's definitely two sided
3:07pm Maren Hogan or should be
3:08pm Rob Humphrey Hey Susan..everyone
3:08pm Business Support by Mittie Myspace is also an example
3:08pm William Great point Ben. It certainly isn't passive
3:08pm Susan Burns Maren - can you try and do a copy and paste again today - this willb e great to capture and I still cant get it with Firefox
3:08pm Rob Humphrey Social Media is not to be confused with social media marketing...
3:08pm William Yes, even marketing is abusing SM, eh, Rob?
3:08pm Business Support by Mittie I think I confuse the two at times myself
3:08pm Rob Humphrey umm they are trying to
3:09pm Maren Hogan shoot I will try Susan
3:09pm William So we have interactive, authentic/transparent
3:09pm Steve Levy SM marketing is about monetization
3:09pm Ben Gotkin creating community
3:09pm Recruiting Animal Don't worry I won't say anything. I just came to harrass William U with my presence
3:09pm Steve Levy as we use it, it is about creating relationships
3:09pm Rob Humphrey SM Marketing is not just about $
3:09pm Susan Burns Hey RA - welcome back - its great to have you on TTC!
3:09pm William c'mon, Ani contribute... I can barely hear you...
3:09pm Steve Levy when Keleman says don't worry...
3:10pm Recruiting Animal I'm playing your music
3:10pm Lance Haun heh
3:10pm Ben Yoskovitz Social media is also "freer" - in the sense that more people are now capable of distributing their content / message.
3:10pm Jennifer McClure William - you shared a good definition of social media on twitter earlier. Are you gonna repeat that?
3:10pm Steve Levy Rob - abs but to far more it is
3:10pm Rob Humphrey The weapon of social media (so to speak) is being turned around and pointed at employers...
3:10pm Ben Yoskovitz It costs less to create and distribute.
3:10pm Recruiting Animal I know, Vin. It doesn't mean anything
3:10pm Rob Humphrey so much for "controlling your brand.."
3:10pm William So Ben's "community" vs Steve's "monetization" are those opposite or can those attrib work together in SM?
3:10pm Steve Levy they have to work together
3:10pm Business Support by Mittie they work together
3:10pm Rob Humphrey they work together sometimes
3:11pm Susan Burns Community and monetization can work together if there is a bi-directional value exchange
3:11pm Rob Humphrey depends what your goals are
3:11pm Lance Haun I think they can but it is trickier
3:11pm Lance Haun is that a word?
3:11pm Ben Gotkin they can, not necessarily important for recruiting though
3:11pm Rob Humphrey Ben--why not?
3:11pm Susan Burns Ben - maybe monetization in recruiting is a hire??
3:11pm William So in recruiting, I usually hear of people "using" SM. Is that a fair generalization. If so does it run counter to true SM?
3:12pm Ben Gotkin Susan - possibly
3:12pm Ben Gotkin I'm wearing the corporate hat though
3:12pm Rob Humphrey no i dont think so...
3:12pm Steve Levy monet. in recruiting depends upon who is doing the recruiting
3:12pm Jennifer McClure I don't think so. No more than using a phone to communicate with someone.
3:12pm William Rob can you elab?
3:12pm Rob Humphrey well--it is a phrase that we latch onto
3:12pm Rob Humphrey and we think about FB LI etc
3:12pm Lance Haun is their an intrinsic value of SM to not use it to monetize or gain something?
3:12pm Lance Haun or is it a tool like anything else?
3:13pm Rob Humphrey when we should be thinking about how to really harness SM
3:13pm Lance Haun it is the latter to me
3:13pm Susan Burns An important distinction is wether or not your looking at it as transactional or as community - wich is nurturing relationships and creating value over time
3:13pm Kari Quaas It's a tool for me to connect with all of you fine people. Without it, I / we wouldn't be here.
3:13pm Rob Humphrey I had a video game client recently--the whole recruitment plan revolved aroun a SMM plan
3:13pm Susan Burns Hey Kari - welcome!
3:13pm William Good pt Susan. Intent becomes apparent pretty quickly
3:13pm Rob Humphrey versus tactics--
3:13pm Steve Levy if ur creating value over time ur also creating val minute by ymin
3:13pm William(hi Kari)
3:13pm Kari Quaas hi all
3:14pm Ben Gotkin Susan - Or creating a conversation, building a brand, pushing out content
3:14pm Steve Levy meaning all steps are critical
3:14pm William Steve good point, but are recruiters patient to that end?
3:14pm Rob Humphrey A linkedin group is a tactic... not a strategy..for example
3:14pm Steve Levy most... NO
3:14pm Ben Gotkin LinkedIn Groups can be used strategically now...
3:14pm Susan Burns Rob - LI is part of a strategy and the site itself and actions on the site are tactics that support the strategy
3:14pm Jennifer McClure The recruiters who "use" social media just for recruiting typically aren't able to generate the relationships/following they need to get to the people they are trying to recruit
3:15pm WilliamSo let's run with Ben's spec ex. How have you used LI Groups?
3:15pm Ben GotkinLove it
3:15pm Rob Humphrey yes
3:15pm Susan Burns Hey Jennifer! Thanks for joining us!
3:15pm William Any one have examples?
3:15pm Jason Stark because they dont take the time to develop the relationship. they use it as if it is another job board and try and recruit candidates or sell to clients without taking the time to build the relationship which in the long run is much more important!!
3:15pm Steve Levy BG -which groups have been most fruitful for your searches
3:16pm Jennifer McClure I have a LinkedIn group with over 5k members in it. I've "used" it for personal branding, a bridge to establishing relationships, and a quick way to reach people I need to reach
3:16pm Ben Gotkin Any of the Big 4
3:16pm Ben Gotkin We have an alumni group for our firm that I administer too, good stuff there
3:16pm Steve Levy their affinity groups?
3:16pm Steve Levy sorry - already answered
3:16pm Ben Gotk incorporate or alumni groups, thousands and thousands of members
3:16pm William So would you guys say that LI Groups are more network (exchange of help) or communities?
3:16pm Susan Burns Ben - how do you interact with the group? What does content shared look like?
3:17pm Rob Humphrey network
3:17pm Lance Haun I would say network
3:17pm Rob Humphrey trying to be a community
3:17pm Jennifer McClure LI groups done well are definitely communities
3:17pm Carmen Hudson How do candidates want to interact with SM (from a recruiting standpoint?)
3:17pm Steve Levy becoming networks
3:17pm Susan Burns network - LI is missing too much functionality for it to be community!
3:17pm Ben Gotkin network, but you can also post content and start discussions there
3:17pm Susan Burns Hey Carmen - welcome to TTC!
3:17pm Rob Humphrey the community aspect is limited
3:17pm Carmen Hudson do they want to develop relationships, or are they looking for transaction-based communication?
3:17pm Rob Humphrey the dialogue component is in its infancy
3:17pm Steve Levy if they're candidates, they want access to peeps who will hire them
3:17pm Ben Gotkin Rob - true, but it's a start
3:17pm William Jennifer (hi) how are you using your LI group as a community versus a network?
3:18pm Rob Humphrey if you ask 1000 linkedin users they would say network
3:18pm Carmen Hudson Hey there Susan, William and everyone! Shout outs!
3:18pm Steve Levy Carmen - neither - I think they want shortcuts
3:18pm William(hey Carmen)
3:18pm Jennifer McClure Our LI group established a Yahoo group before LI added discussions to communicate, and we also have LIVE networking events.
3:18pm Lance Haun I agree with Steve, they want to touch base largely
3:18pm Lance Haun Do people connect to your group when they aren't looking for a job?
3:19pm Lance Haun I think thats the ultimate test
3:19pm William Ok, great example so there is more than a single online presence of your community
3:19pm Susan Burns LI is not dynamic - compare it to Twitter, Ning sites or FB and it is quite flat and transactional
3:19pm Carmen Hudson But I think LI is moving toward being dynamic, given the new app features
3:19pm Ben Gotkin LI is business focused though with 30M members. No other SM site competes with that
3:19pm Susan Burns ANd to Lance's point - would they tell a friend about your community because they think its a cool place to hang out and get/share info
3:20pm Jennifer McClure To build true relationships - you typically need to take it to an in-person interaction at some point. Otherwise, it's just an affinity
3:20pm Steve Levy Carmen - until they layoff more people
3:20pm Carmen Hudson tell ME about it!
3:20pm Business Support by Mittie I have a question excuse me if it isn't appropriate for this discussion
3:20pm Susan Burns Agree Carmen - but they have been really slow and the group manager tools are not there yet, let alone the community interface - would love to see them get it together
3:20pm Steve Levy susan - cost/benefit to add those features
3:21pm Carmen Hudson If they don't they will lose their core users -- only recruiters will be left, linking to other recruiters
3:21pm Susan Burns Jennifer - when u say in-person do you mean face time?
3:21pm Steve Levyless chance now that they having financial issues
3:21pm Rob Humphrey face to face is great
3:21pm Lance Haun yeah, exactly carmen
3:21pm Rob Humphrey but not common among recruiters...anymore :-(
3:21pm Jennifer McClure Face time or at least a phone conversation. I've developed some great friendships through social media with people I've not yet met, but when I do get a chance to meet them, the relationships become that much richer
3:21pm Rob Humphrey why not transcend LI Groups?
3:22pm Ben Gotkin recruiters are still a minority of users in LI. It continues to grow across all demographics
3:22pm Rob Humphrey use it as a feed to your community?
3:22pm Susan Burns Steve - could be a lot of benefit but I think they are running out of time and it will cost them more in the longrun to catch up
3:22pm Lance Haun Jennifer alludes to SM relationships not being as deep as ones developed over the phone or in person. That's part of the problem with relying on that strategy.
3:22pm Ben Gotkin Good article on LI demographics on AdAge.com this week:
3:22pm Ben Gotkin http://adage.com/digital/article?article_id=132300
3:22pm William What about other SM outposts... what else is everyone using?
3:22pm Ben Yoskovitz @Ben Gotkin: But LI makes a fair share of their $$ from recruiters, I'd say.
3:23pm Ben Gotkin Ben Y - I'm sure
3:23pm Jennifer McClure Blog, Twitter, Ning groups
3:23pm William... and how does this help you (as a recruiter) or even HR in general?
3:23pm Rob Humphrey William--there are many...
3:23pm Rob Humphrey Dont know where to start
3:23pm Kari QuaasE mployers who use Cool Works are using Facebook more to connect with their former and potentially future employees.
3:23pm Ben Gotkin Blog
3:23pm Steve Levy there are other forms of SM that peeps don't consider SM - less Web 2.0 than Associations 101
3:23pm Jennifer McClure The various SM options are tools to connect with people to begin developing relationships where it makes sense
3:24pm Kari Quaas And I should add that it's a small %
3:24pm Ben Gotkin Jennifer - Agree. Also to use to market your organization and build your brand
3:24pm Rob Humphrey I tend to mash up twitter, FB, Ning to make it easy for a community to grow --regardless of platform
3:25pm Susan Burns IF SM is done well - current, relevant content created in an authentic voice - it adds a personality dimension to the comp brand that cannot be created through other mediums - then the viral aspects take over and it riding the wave
3:25pm Jennifer McClure@Ben absolutely. Create a presence where people WANT to connect with you. Build authority & influence
3:25pm Ben Gotkin Amen
3:25pm William Rob are you trying to reach potential candidates or referral contacts? Or who else?
3:25pm Maren Hogan But people are really wanting you to give back as well.
3:25pm Rob Humphrey candidates..
3:25pm Rob Humphrey very specific folks
3:25pm Maren Hogan You can't use SM to take take take and never participate or reach out to candidates
3:26pm Rob Humphrey for example MTV Games--Harmonix--game developers--super hard to find ppl
3:26pm William Beyond reaching contacts (to become candidates) or active candidates, what else are you using SM for?
3:26pm Jennifer McClure For example - if I were using social media correctly, I could get @Susan Burns to follow me on Twitter :)
3:26pm Rob Humphrey We used Standout Jobs to assemble all SM in one place
3:26pm Susan Burns RE SM - look at the power of the Groundswell with this election. Regardless of your political view - people connected, shared, influenced, engaged and got involed online and offline like never before to express themselves and participate
3:26pm Ben Yoskovitz@William I think you should use SM to develop your own brand / space within whatever industry you're in.
3:26pm Susan Burns uh oh! Jennifer - consider it done! What is your Twitter profile name?
3:26pm William great point, Susan. SM was used to not just recruiter, but organize people
3:26pm Maren Hogan StandoutJobs is a phenomenal tool
3:27pm Rob Humphreyhttp://harmonixmusic.standoutjobs.com/
3:27pm Rob Humphrey It is Ben --u owe me for the plug!!
3:27pm Kari Quaas Great example, Susan!
3:27pm Ben Yoskovitz Blogging is still the #1 mechanism to carve out your own piece of the SM pie.
3:27pm Business Support by Mittie Being that there are so many people out of work, has recruiting been easier or more difficult?
3:27pm Rob Humphrey Harder IMO
3:27pm Jennifer McClure @CincyRecruiter
3:27pm Lance Haun I think it is more difficult
3:27pm Ben Yoskovitz Thanks guys (re: Standout Jobs) :)
3:27pm William Has anyone seen HR (versus just recruiter) us SM effectively?
3:27pm Rob Humphrey Easy to find people....hard to recruit!
3:28pm Ben Yoskovitz I think the downfall of SM for many is that they don't use it strategically. I think I argued that in the last chat too :)
3:28pm Lonnie McRorey I agree Rob
3:28pm Business Support by Mittie Really? Wow....
3:28pm Lonnie McRorey MAny don't want to relo
3:28pm Lance Haun I haven't seen HR use SM effectively
3:28pm Susan Burns Hey - that's right Jennifer but I thought I was following @cincyrecruiter - checking again now!
3:28pm Lance Haun I'd love an example of a department just using it semi-effectively
3:28pm William Lance, I'd cite Dow Chemical...
3:28pm Jennifer McClure There are some good examples of HR using social media well - @Kris_Dunn and @YourHRGuy are doing well with establishing their brand
3:28pm Susan Burns William - use of SM by HR for internal or external?
3:28pm Rob Humphrey i have 2 examples
3:28pm Maren Hogan I always hear ppl talk about Ernst and Young
3:29pm Rob Humphrey smaller firms though
3:29pm Rob Humphrey I am sooo bored of hearing about E and Y - no offense
3:29pm Rob Humphrey and Google
3:29pm Ben Yoskovitz @Lance: Our best example is http://telecomjobsireland.ie - which is Ericsson.
3:29pm Maren Hogan And I think Chris Hoyt does a ton of stuff for ATT
3:29pm Maren Hogan but he is more recruiting focused, not sure if that counts?
3:29pm Ben Yoskovitz So that's at the divisional level, to answer your question.
3:29pm Jennifer McClure @Maren - but Chris is a recruiter - not HR. Right?
3:30pm William Right, we hear about Comcastcares or Zappos' CEO using Sm to reach their customers. I'm asking about HR using SM to connect with their own ppl
3:30pm Susan Burns So William - internal examples?
3:30pm Jennifer McClure I think HR's opportunity for using social media is in creating a personal brand, communicating their employment brand, and establishing community - which leads to recruits
3:30pm Ben Yoskovitz Ah...that's a good question. Something I'm very interested in learning more about.
3:30pm Rob Humphrey Viximo uses twitter for everything
3:30pm Maren Hogan Oooh, that girl that I interviewed at ERE. Her CEO made all the emplyees use twitter.
3:30pm Rob Humphrey internal
3:30pm William Yes. For example: Dow Chem was facing a huge braindrain
3:30pm Carmen Hudson dennis smith of wireless jobs does a good job
3:30pm Maren Hogan And they won a best small biz award too
3:30pm William 40% of their ee pop was 50+ yo and
3:30pm Susan Burns Rob - do they use it internally as well - examples?
3:31pm Rob Humphrey code updates etc http://twitter.com/viximoelves
3:31pm Rob Humphrey yes
3:31pm Ben Gotkin When I was at MITRE, it worked very well, but was only partially HR driven
3:31pm William had 10 or more years experience.
3:31pm Ben Yoskovitz I'm curious about companies building their brands internally - to promote back to employees.
3:31pm William So they had a prob. They collab'd and used a 3rd pty to create their own network: MyDow
3:32pm Lance Haun I don't think the most effective internal facing campaigns are 100% HR driven
3:32pm William The purpose was to connect employees + retirees + alum
3:32pm Rob Humphrey I diagree w Lance
3:32pm Rob Humphrey depends on who in HR is driving the bus
3:32pm Jennifer McClure @Lance - What's your opinion on how HR can best utilize SM?
3:32pm Ben GotkinSelect Minds is a big vendor in the corporate social networking space
3:33pm Ben Gotkin They work with Big 4, Consulting Firms, Law Firms
3:33pm William IBM has a software prod for SM: Lotus Connections
3:33pm Lance Haun If someone in HR is effective, they are going to get thought leaders in the co. to help create and drive forward initiatives internally
3:33pm Rob Humphrey thought leaders?
3:34pm Rob Humphrey what doe sthat mean?
3:34pm Carmen Hudson HR is viewed as the gatekeeper - employees (even recruiters) are afraid to use
3:34pm Rob Humphrey like if you are not a thought leader..you are a thought follower?
3:34pm Lance Haun people that are leaders regardless of titles
3:34pm Susan Burns Lance - do you believe that it would benefit HR to also assume the role of a thought leader, innovator, connector and visionary?
3:34pm Lance Haun no Rob
3:34pm William Lance... and able to sponsor, give weight to an initiative?
3:34pm Lance Haun that's my feeling...there has to be authenticity
3:35pm Jennifer McClure @Carmen - depends on the HR person. Let's not peg them all just like we don't all want to be tagged with negative perceptions of recruters - cause we're cool
3:35pm Susan Burns HR could build their own personal equity by being more transparent and seen more as the connector / enabler or people and business
3:35pm Lance Haun Susan, I believe visionaries inspire others to create and prosper
3:35pm Rob Humphrey Lance-I sense you picked up on my sarcasm...
3:35pm Business Support by Mittie that is so tru
3:35pm Lance Haun so yes, I think HR does that currently
3:36pm Lance Haun how well is debateable
3:36pm Lance Haun but I don't think they ever do it by themselves
3:36pm Jennifer McClure Anyone here other than @Lance representing HR pro's?
3:36pm Rob Humphrey sorta
3:36pm Kari Quaas I used to be an HR person and I wish I knew then, what I know now about SM.
3:37pm Rob Humphrey i would never take an HR role though...too stifling
3:37pm Susan Burns Agree that its not an either or but an AND,,,,,And I think HR could advance their image, credibility and strategic contribution to the org by transparently embracing SM
3:37pm Jennifer McClure @Kari - how would you have used SM as an HR professional?
3:37pm Kari Quaas My manager was one of the "afraids."
3:37pm Rob Humphrey I used to run global staffing for a few firms..i am reformed now
3:37pm William So how can we help our HR brothers and sisters catch the vision of SM? Any examples?
3:37pm Lance Haun I think the problem with HR is they rarely come off as authentic so it makes it difficult to participate well in SM
3:38pm William ouch, Lance.
3:38pm Lance Haun I'm not casting blame
3:38pm Kari Quaas Seeing how my former employer has connected with hires prior to them starting work was great.
3:38pm Jennifer McClure @Lance ow ow ow
3:38pm Kari Quaas Building a community before they got on site.
3:38pm Lance Haun that's perception, fair or not
3:38pm Rob Humphrey Its not a matter of whether HR WILL particiapte or not!
3:38pm Ben Yoskovitz I think that perception exists, in part, because when HR rejects people they rarely give the complete reason.
3:38pm Rob Humphrey they already are
3:38pm Maren Hogan I have to agree with Lance, they have so many people to please-- it's hard to build relationship
3:38pm Ben Yoskovitz I know I struggle when rejecting people that I'm looking to hire with how to phrase the reason, explain it, etc.
3:39pm Kari Quaas I also would have broadened our recruiting scope using SM.
3:39pm Lance Haun That's part of it Ben
3:39pm William True, but in the same way - Don't wait for Legal to define your corp SM policy.
3:39pm Lance HaunDon't let legal define any policy
3:39pm Ben GotkinTrue, we defined it at our firm for Legal and Marketing
3:39pm Lance Haunthat's my policy :)
3:39pm Susan Burns question - how manu of you trust the hr generalists that you've worked with? DO u believe things always stay confidential and that you received an authentic answer when needed?
3:39pm William Nice, Lance. Ben... how did that go?
3:40pm Ben Gotkin I had a senior director in Marketing in full support of our initiatives
3:40pm Jennifer McClure I spent most of my career in HR (shout out to the HR peeps) and I regularly tell peopel I would be a MUCH better HR person now with what I've learned through being active in SM. I think HR can LEARN here. Not just use.
3:40pm Ben Gotkin he 'gets' SM
3:40pm Maren Hogan Yeah marketing!
3:40pm Ben Gotkin Legal had no concerns with the policy we wrote
3:40pm William So a collaboration... nice... did they also help with other things beyond the policy to foster SM at your org?
3:40pm Kari Quaas Ditto what Jennifer said.
3:41pm Ben Gotkin We've carried most of the load, marketing has helped with some of the branding elements of our blog, alumni site, etc.
3:41pm Carmen Hudson @Jennifer - very true. However, I recently surveyed a group of local recruiters about their SM use. Many are afraid because of "HR or legal implications". The *perception* is that HR doesn't like SM.
3:41pm Susan Burns Ben - can u share the policy?
3:41pm Jim - medXcentral Sorry I'm late.. long call. What did I miss?
3:41pm Jennifer McClure @Susan - HR people are people. So you get with the HR folks what you get with the broader population. Some are trustworthy & authentic. Some are not. It's not about the profession
3:41pm William (hi Jim)
3:42pm Jim - medXcentral kidding.. looks like it's been busy. (hi william)
3:42pm Ben Gotkin Possibly, I actually pulled most of it from searches I found on the web
3:42pm Lance HaunCarmen, I think that's a fair assessment
3:42pm Ben GotkinGoogle 'blog policy' and you will find existing policies from organizations including IBM
3:42pm William @Carmen 2nd'd
3:42pm Kari Quaas I would have to agree that HR doesn't like SM most of the time. I hope that they'll get over this soon.
3:42pm Jennifer McClure @Carmen - True. HR doesn't like SM - because they haven't taken the time to understand it for the most part. We need to get some champions involved who can show others how to use it well.
3:42pm Maren Hogan @Susan, no way I can keep up with this
3:42pm Susan Burns Jennifer - but do you think it reflects negatively on the profession since theres a difft. expectation there? Maybe they should be bonded for truth, transparency and authenticity ;-)
3:43pm Maren Hogan I am sorry. Next time I will login to explorer to capture from the beginning
3:43pm William One of the things I'm doing is being a source of market info to the company and HR... I'm using sm to tell them what they should already know (and giving sm credit)
3:43pm Susan Burns @maren - you should be able to capture the whole thing at the end since u were on from beginning.
3:43pm Ben Gotkin What HR needs to understand is that our candidates demand authenticity, and that we as recruiters are not going to do anything in the SM space to hurt the organizatoin
3:43pm Susan Burns Ben had a trick last time - maybe he can get it.....Ben?
3:43pm Jennifer McClure @Susan - no more than the CEO should. :)
3:43pm Susan Burns I'll format it if someone can capture it
3:43pm Ben Gotkin Susan - I can give it a try
3:44pm Susan Burns cool - thanks Ben!
3:44pm Lance Haun I think HR has less of a problem with recruiters using than say another employee
3:44pm Jennifer McClure @William has a good point. As a recruiter - he's partnering with HR in his organization to help them understand SM. Maybe that's OUR role!
3:44pm Susan Burns @jennifer - exactly! HR can be the conscious of the org and be a strategic player and guide to enable people and biz
3:45pm Ben Gotkin Lance - That's why a specific policy is important, make the guidelines clear
3:45pm Lance Haun Ben - I think expectations need to be set for sure
3:46pm William @Lance, @Ben and I'd add resources..
3:46pm William such as a central clearing place for information (some folks have a SM Mgr)
3:46pm Ben Gotkin What type of resources?
3:47pm Jim - medXcentral Are we talking about SM resources and the policy for using them as corp recruiters?
3:47pm Susan Burns @william - resource for managing community? If so, absolutely!!! Needs to be a community manager
3:47pm Jennifer McClure @Lance & @Ben - I like Zappos "guidelines" for SM that Tony quoted on his blog about the layoffs. Something about be real and honest. That's it. If you create a "policy" you feed into the perceptions about HR - rule makers/gate keepers
3:47pm Rob Humphrey gotta run thank u all this is great.. @rob_humphrey (twitter)
3:47pm William brand, marketing rich media...
3:47pm William stuff that will content wise better represent your org
3:47pm Susan Burns Thanks for joining TTC Rob!
3:47pm Lance Haun Jennifer - I don't think a policy is always needed
3:47pm Rob Humphrey Thanks Susan!
3:47pm Lance Haun depends on your goals
3:48pm Lance Haun I think what a lot of Corp HR people need to realize is that people are already talking about your company
3:48pm Lance Haun policy or no policy doesn't change that
3:48pm Susan Burns @william - do u think that HR / Recruiting can effectively manage sm and incorporate into existing roles or does there need to be a dedicated community manager?
3:48pm Jennifer McClure @Lance - I like the word "guideline" (that's HR-speak for policy) :)
3:48pm William comcastcares (a guy on twitter) coaches other sm'ers in his corporation
3:48pm William so HR or the person's mgr doesn't have to play thought police
3:49pm Kari Quaas @Lance - yep - they are talking about you
3:49pm Lance Haun I think it is more about setting expectations and not playing thought police past that
3:49pm Jim - medXcentral Depends on the size of the co. ... agreed?
3:49pm Kari Quaas I always believe that it is best to control your message.
3:49pm William Kari, right but in Comcast's example... most orgs will go top down and try to control
3:49pm Kari Quaas For some of our clients, their HR depts are just too small to do it.
3:49pm Jennifer McClure @Kari - you can never control the message. The point of using SM is to participate in the conversations that are already happening
3:50pm Susan Burns If there are clear guidelines the community can self organize and determine direction - that is a tough thing for a public or private company to allow to happen - but, they must support the communiites desires
3:50pm William...if you offer to help peer coach it's better received and minimizes concerns
3:50pm Kari Quaas Right, but at least your side is out there.
3:50pm Recruiting Animal William, that presentation you mentioned at the beginning. Who was in the audience?
3:50pm Lance Haun if you don't allow your good employees to use SM, only the bad ones will be posting about you
3:50pm William @Kari, Jennifer... great point with SM you cannot control the conversation, only help influence it
3:50pm Ben Yoskovitz @Kari: I agree. You can put out a message and participate, which is a form of control...at least you're there.
3:51pm William @RA HR folks (some recruiting too): http://www.slideshare.net/foghornboy/hr-and-social-media-influencing-the-conversation-presentation/
3:51pm Recruiting Animal 70 losers, then. Thanks
3:51pm Susan Burns the word control is a bit scarry - nothing can be controlled with social media....it can only be influenced.
3:51pm Kari Quaas Yep. We see it all the time on our social network. The employees talk (A LOT). For good or bad, they talk.
3:51pm William @RA I love that you are so wishy washy about your opinions
3:51pm Ben Yoskovitz You want to promote your brand in a particular way, and that's reasonable. And SM is a great way to do it.
3:51pm Jim - medXcentral That's what scares the big co's.
3:52pm William @Susan, @Jim great points
3:52pm Susan Burns RE control - as soon as the community feels control or manipulated the value of what your trying to build becomes diluted.
3:52pm William @Susan because it ceases to be authentic
3:52pm Jim - medXcentral @Susan... 100% agreement.
3:52pm Ben Yoskovitz @Susan Fair, but playing a bit devil's advocate - influencing is a form of manipulation :)
3:52pm Susan Burns The whole idea of sm is to build a voice, play and influence - if it works the positive overshadows the negative.
3:53pm Ben Yoskovitz Some might argue that he (or she) who yells loudest wins.
3:53pm Susan Burns Ben - yes, influence could be perceived as manipulation - all depends on the intention = authentic voice and actions
3:53pm Ben Yoskovitz Whether through traditional means or SM.
3:53pm Lance Haun Ben - That's right. And actively encouraging your best employees to be actively involved in SM is big time manipulation
3:53pm Jennifer McClure @Ben - then @Animal is the clear winner right?
3:53pm Susan Burns @ben - yes, but the community should quiet the outliers - did I spell that correctly??
3:54pm Susan Burns Thanks for the laugh @jennifer!
3:54pm Business Support by Mittie I have learned a lot today
3:54pm Kari Quaas Anyone see this article - http://www.time.com/time/business/article/0,8599,1842104,00.html?
3:54pm Kari Quaas It's about your online reputation.
3:55pm Ben Yoskovitz @Lance I don't have a problem with encouraging employees to participate in SM
3:55pm Jim - medXcentral @Lance how is that manipulation if it is what everyone wanted?
3:55pm Slouch William, thanks for doing this today
3:55pm Susan Burns @Lance - actively encouraging is not necessarily manipulation - if you force them yes - but if you invtite them, encourage them, help them see the value and even recognize them i don't see it as manipulation
3:55pm Lance Haun Ben - I said good employees?
3:55pm Ben Yoskovitz We rag on a few of our guys who don't blog :) Although at least one of them constantly argues that he microblogs...
3:55pm Lance Haun no ?
3:55pm Ben Yoskovitz What's wrong with encouraging them to use SM?
3:55pm Lance Haun it is one thing to encourage everyone
3:55pm Susan Burns Hey JD!! Awesome chat today - great topic by @williamu
3:55pm Ben Yoskovitz Isn't it the same as encouraging them to refer their friends?
3:55pm Lance Haun it is another thing to encourage people who you know will speak well
3:56pm Lance Haun how isn't that manipulation?
3:56pm Susan Burns @lance - do you take ALL employees to recruiting events or the good ones? I only took the best
3:56pm Ben Yoskovitz Once you've given them free reign to speak, they'll say what they want to say.
3:56pm Recruiting Animal Did someone say I'm the big winner. Hey I got a prize yesterday and there was no money invovled. What kind of winning is that?
3:56pm Ben Yoskovitz And I didn't say it wasn't manipulation. But we all want positive stuff said about us...
3:56pm Susan Burns RA - you won a luke warm cup of Toronto coffee ;-)
3:56pm Ben Yoskovitz We don't post testimonials on our corporate site that are bad.
3:56pm Lance Haun Susan - you take good ones but isnt that the manipulated perception of HR we all hate and that lacks authenticity?
3:57pm Jennifer McClure @Animal - you win our undying admiration and affection
3:57pm Recruiting Animal Lenin said that when the state withers away the people on the street will take care of the bad apples themselves.
3:57pm Jim - medXcentral nice
3:57pm Susan Burns I always thought of it as recongition for those that were top performers. There are many things that concern me about HR but that isn't one of them
3:58pm Susan Burns @Lance - I think that depending on how HR communicates it and speaks to those that want to be included, then yes, there could be issues - so I see more of what your saying with that
3:58pm Recruiting Animal @Jenny Money don't get everything that true. But What it don't get I cant uste
3:58pm Recruiting Animal use
3:58pm Ben Yoskovitz I think the challenge is that it's darn near impossible for corporations to be 100% authentic. Then again, I'm not sure ANYONE is 100% authentic all the time.
3:59pm Jim - medXcentral @Ben... agreed.
3:59pm Maren Hogan my 2 yr old is!
3:59pm Kari Quaas @ben true
3:59pm Ben Yoskovitz @Maren Are you sure? :)
3:59pm Jim - medXcentral @Maren ... from the mouths of babes
3:59pm Maren Hogan yep, Rocky is the real deal
3:59pm Ben Yoskovitz @Maren I swear my 4 year old is a master manipulator...although maybe that's his authentic self anyway.
3:59pm Lance Haun Ben - 100% authenticity isn't going to happen
3:59pm Susan Burns This has been a fabulous chat!
3:59pm Jennifer McClure @Ben - but if you're authentically unauthentic that's authentic - right?
3:59pm William From social media to socialism (Lenin). Alright - wow. Thx Susan for setting this up. Thx to everyone being so "shy". Great stuff.
3:59pm Recruiting Animal They're talking about the kids. Time to go
3:59pm Susan Burns William - do you have any final thoughts before we wrap?
4:00pm Maren Hogan the word authentic makes me think of pottery barn which is not authentic
4:00pm Lance Haun Maren - that's good branding
4:00pm Ben Yoskovitz @Lance: Right. So companies have a responsibility to put out their message - and the community provides a check against absolute stupidity from corporations.
4:00pm Kari Quaas Good stuff, thanks!
4:00pm Susan Burns William - you were fabulous! Great topic and guided us though a really fun, active and dynamic chat!
4:00pm William Social media is about being authentic, dialogue that's published... we need to help HR catch the vision of SM.
4:00pm Maren Hogan Just so Im clear, all I have to do to get Animal to leave is talk about my kids! Eureka!
4:00pm Business Support by Mittie I am really glad I found this site....
4:00pm Lance Haun Ben - I agree. :)
4:01pm Jennifer McClure Have a great day everyone - and hug and HR pro while you're at it! :)
4:01pm Jim - medXcentral Keep it rolling. Does not have to stop now.
4:01pm Recruiting Animal I'll also leave if people start talking about their operations
4:01pm Susan Burns Thanks everyone! Don't foget Suzy Tonini this THursday on Talent Talk CAfe - her topic is Competitive Intelligence!…
sting 3.0. But what direction are we heading in? Is it a coherent journey? Is there a clear destination/end goal?
4.0. What on earth could that include? How’s this?
Recruitment transitions from being a “cost center” into a “profit center”’!
The collapse and insolvency of many recruitment agencies.
Job boards stuttering and collapsing … and repurposing themselves
Companies hiring “through the sky” through external referrals and crowdsourcing
Exclusive/VIP/premium paid in-community content and paid mobile apps
Gamification shapes recruiting strategies and generates stickiness and virality
Companies rated globally by crowd opinions
Before anyone screams “unrealistic” or “utter fantasy” or cries B.S., let’s be clear that Recruitment 4.0 moves into the territory of vision. This is some years off. But by calculated hypotheses it is clear there will be a 4.0 and that it is a natural progression of 3.0 and builds sensibly on its foundations.
Let’s recap the different versions of recruiting.
Recruitment 1.0 encompasses traditional recruiting over a huge timeline, including good old-fashioned fax machines, print advertising, (post, spray ,and pray), and Rolodexes moving into traditional ATSs. Recruiters more focused on processes than end results. The basic any-bum-on-any-seat philosophy.
Recruitment 2.0 saw the move onto online and using technology for recruitment purposes, including the advent of online job boards & online CV searches. While the technology moved forward, the traditional methodology of 1.0 was prevalent, including online post, spray, and pray candidate attraction (aka the recruitment lottery of let’s hope the right-ish person looks at the online advertisement, at the right time and feels willing to go to the effort to apply).
Both Recruitment 1.0 and 2.0 were/are fundamentally focused on the active job seekers, (applying to vacancies, on agency books, and those watching job boards like a possessed predator).
Recruitment 3.0 is a huge leap as it moves recruitment out of its comfort zone. The beating heart of 3.0 is the non-active/passive individual and a focus on “best talent” and building predictable talent pipelines. In addition, the philosophy of “everyone is a potential candidate so engage them” is central. 3.0 takes us into building engaged, two-way, free-conversation based, transparent communities. This is anchored by things like employment branding, marketing, and PR. 3.0 is not only concerned with building communities but mapping key competitors and seducing cream-of-the-crop talent with your brand and in-house opportunities.
What is Recruitment 4.0?
Recruitment 3.0 is all consumed and focused on building communities. 4.0 is all about the value of those communities, both real and perceived.
Recruitment has traditionally been a cost center. It sucks money from the profit line like Count Dracula on a feeding frenzy in Transylvania, especially if agency fees are involved, coupled with advertising/job board fees etc. Add this up and it can be an overwhelming drain on resources.
Remember that many of the Fortune 500 and FTSE 100 companies are addicted to agency hiring and mass job board advertising like an alcoholic drawn to drink. Why highlight the Fortune and FTSE companies? Primarily they should have the advantage and resources to wean off agency addiction, source passive candidates far more easily than small to medium companies, (but funnily enough it is the small- and medium-sized companies who are far more fleet of foot and innovative).
Recruitment 4.0 sees recruiting move from being a cost center (a loss-making division) to being a profit center.
Reflect on that statement.
It’s huge and revolutionary.
Recruitment being a profit center.
“Impossible,” you cry.
Perhaps not if you reflect and apply some visionary foresight.
Recruitment 4.0 is some years off. But not as far as some may think.
Consider the world we live in. Value is defined differently. Companies like Zynga, Facebook, and LinkedIn have massive valuations, well above their profitability margins. Their reach and potential reach and the size of their mass following — an engaged following.
Our generation is living in the information age. The power lies in networks. Networks are data. Data is power. And data is money.
We all want data. Especially recruiters and marketers/salespeople.
So how does a community, (or let’s crudely call it data) = value = monetization = recruitment becoming a profit center?
There are several facets to recruitment moving to a profit center.
Reduction of recruiting costs to a minimum, (agency usage close to zero, less need for mass job board advertising, reduction in number of in-house recruiters employed).
This depends on building and nurturing a “qualitative” community, a strong employment brand, vibrant social networks, mapped competitors, and putting in place a predictable talent pipeline for key hiring channels.
The community itself evolves into a self-service community, where recruitment can be executed by crowdsourcing, and by hiring managers becoming more engaged into pipeline generation and hiring. Everyone can use LinkedIn. Why not hiring managers?
Value in the community is identified by both internal and external advertisers/marketers that allows for revenue for recruitment.
A sense of increased value is attached to belonging/being part of that community, hence VIP/exclusive areas/content that people are happy to pay for.
Gamification principles create more engagement and sense of belonging and stickiness to sites, hence driving potential of more opportunities for monetization.
Actual games/cartoons/content that people subscribe to have repeat value.
Let’s look at some of those in a little more depth.
Traditional advertising is failing. The days of successful, targeted TV and print advertising are long behind us.
Ways to communicate, once limited and restricted, are now numerous and disperse.
Looking at TV, the former medium of choice for mass communication, now diminished, as people are now hungry for choice and happily spread their viewing over a diverse and numerous multitude of TV channels. If an advertiser manages to define a great TV slot to advertise to reach their target audience they are thwarted by the fact that people can now record and Tivo, hence skipping ads. TV advertising then is a busted flush.
Print advertising? Again, some national newspapers and magazines are spiraling downward from their heyday readerships. People tend toward reading the latest news online 24/7 or from niche web sites. They don’t want to wait the next day for old news. Print has had to be more salacious and do what it can to get the best scoops to get whatever sales possible. Online, people not only digest news, but have the benefit of posting comments and engaging in discussions.
So traditional messaging vehicles are struggling.
This coincides with a time when recruiter networks are expanding. Combine a recruitment database (with some companies having in excess of ½ million – million names), with social media networks, a targeted mass of names, email addresses, with perceived affinity to a business or product, and a growing realization awakens that this has a marketable value.
A marketing department does not have this scale, (or quality), of information on its database.
Now the first step is for recruiting to cross charge its marketing division to advertise to its database and community. Why not? Many marketing departments don’t see or understand the value of recruiting databases. They’re a potential goldmine of information and data … and potential business opportunities.
Taking this a step further, why not allow specific external companies the opportunity to advertise to your community? (Mindful of data protection and ensuring a community buys into contact by third-party advertisers). You remain in charge of the names and not divulging data, but certain advertising is safe to your community and could be revenue-generating for recruiting.
As this thought sinks in, revenue potential opens up.
The Death of Recruitment Agencies
At the same time, savvy companies will be seeing their recruiting costs decreasing.
As companies build their databases of talent, via sourcing, identification through LinkedIn, talent mapping, and coupled with their valued online communities, the need and reliance on recruiting agencies, both contingent and retained, will dramatically lessen.
This will also coincide with less of a need for corporate in-house recruiters. Hiring managers are more than adept at searching on LinkedIn. LinkedIn is greatly expanding its offering and making recruiting easier for everyone. Initiatives like ‘Genome’ from LinkedIn will radically lesson the need for dedicated in-house recruiters in the future. Coupled with your community recruiting on your company’s behalf (crowdsourcing of talent), the need for recruiters will lessen and hence accelerate cost reduction.
The very future of recruitment agencies depends on their ability to adapt to the new realities that companies are waking up to the need to break out of the active candidate pool and identify and attract passive candidates. If we take as an approximation that of the 100% of candidates qualified for your job, only 10% are active with agencies and job boards, then it’s the 90% who are more attractive to companies, and the agencies need to identify, attract, and present those candidates.
Contingent recruitment agencies, especially the large ones, are in the business of competing to be the first to present the CV of that 10% active pool, all trying to Bolt out the blocks. Unless they start to adapt by attracting and mapping out the 90% non-active and building their own communities, their model will face extinction. Now is not the time to rush and buy shares in traditional contingent operators as a long-term investment.
Even worse, the business model of traditional retained search and selection companies, as we reflect on it in this modern age, is founded on the delusions of lunacy. A client pays a 30% fee for first-year guaranteed compensation (or even just basic salary only), split into thirds, a third for commencement of the project and a third for presentation of a shortlist — the risk all loaded on the fee-paying client. Certainly, cost models will change toward loaded placement fees.
The irony is that search firm marketing is based on its peerless reputation as the ultimate Rolodex of all the golden names in the industry. Their network is the goldmine that we are seduced to unlock. If their databases are that peerless and they have done hundreds of similar searches, why then does it take four to five weeks for a shortlist? Perhaps that question is not raised enough.
The zealots will cry that the search agency is peerless in assessment and interviewing. But is that not we do in house? Why am I paying two-thirds of a fee without a placement? It’s even more laughable when the shortlist of contacts is most likely generated by a fresh graduate on $40,000 a year in the back room of the search agency, who then passes all their lead generation to the search consultant.
Alternatively, a growing trend is using a new breed of company that is engaged in market mapping, talent pooling, and recruitment research solutions — hence providing a company with a mapped market of qualified talent, with contact details and candidate profiles that the recruiter then follows up on. Not every company can afford internal sourcers, and this is the next best thing, and significantly cheaper/more cost effective than a full search.
However you cut it, the future is not bright for contingent and retained search and selection unless they adapt to changing new business realities. Not many currently have that foresight as they focus on short-termism. Hopefully agency CEOs have strong managers in their crow’s nest who are prepared to shout “iceberg ahead” before disaster strikes.
Job Boards Faltering
Coupled with the death/decline of agencies will be the faltering and restructuring of the large job boards.
As companies build their own recruitment databases and even more importantly their own communities, they can use creative ways to sourcetalent.
Communities themselves will evolve around certain disciplines/careers/industries and hence negate the use for paid job boards. Why pay for a large job board in the active pool when we can reach passive candidates in a free community?
Job boards will have to look at community-building themselves and earn their revenue through product placement advertising rather than paid-for job advertisements.
Companies have always embraced the concept of internal referrals. Why not the reverse? External referrals — even better through crowdsourcing using their communities.
Naysayers will point to the rewards attributed to internal referrals, generally through monetary bonuses, and hence the difficulty of applying this externally as companies don’t want to pay for talent they would have got anyway.
But recent times have showed the power of recognition and “public reward” through games like Foursquare. People love the status of being the Mayor of a local curry house.
Why not take this principle into recruiting and reward referrals from crowdsourcing: Public recognition and rewards in the community, (badges, leaderboards), on a sliding scale to reach actualization of ”real” rewards, be it monetary bonus, vacation, or a PC or iPad?
External Referrals through Crowdsourcing
Recruitment can learn a lot from crowdsourcing.
This term was arguably defined by Jeff Howe in the June 2006 issue of Wiredmagazine.
Simply defined, crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call. This can take the form of peer-production (when the job is performed collaboratively), but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers.
Howe further drives this home by stating that “it’s only crowdsourcing once a company takes that design, fabricates [it] in mass quantity and sell[s] it.”
In laymen’s language, a company posts a problem online; a vast number of individuals offer their opinions and ideas as to how to solve it; the winning idea is rewarded in some form; and the end result is the company adopting the idea for its own benefit.
Some great examples of the power of crowdsourcing exist on Wikipedia: (the following are all directly quoted from Wikipedia).
In 2005, Amazon.com launched the Amazon Mechanical Turk, a platform on which crowdsourcing tasks called “HITs” (Human Intelligence Tasks”) can be created and publicized and people can execute the tasks and be paid for doing so. Dubbed “Artificial Intelligence,” it was named after The Turk, an 18th century chess-playing “machine.”
Cisco Systems Inc. held an I-Prize contest in which teams using collaborative technologies created innovative business plans. The winners in 2008 were a three-person team, Anna Gossen from Munich, her husband Niels Gossen, and her brother, Sergey Bessonnitsyn, that created a business plan demonstrating how IP technology could be used to increase energy efficiency. More than 2,500 people from 104 countries entered the competition. The winning team won $250,000.
The Democratic National Committee launched FlipperTV in November 2007 and McCainpedia in May 2008 to crowdsource video gathered by Democratic trackers and research compiled by DNC staff in the hands of the public to do with as they choose — whether for a blog post, to create a YouTube video, etc.
Facebook has used crowdsourcing since 2008 to create different language versions of its site. The company claims this method offers the advantage of providing site versions that are more compatible with local cultures.
General Electric organized a multimillion dollar challenge to find new, breakthrough ideas to create cleaner, more efficient and economically viable grid technologies, and to accelerate the adoption of smart grid technologies. The winner will be announced on Nov. 16, 2020.
The Vancouver Police Department has put up a website entitled Hockey Riot 2011, informing people about the VPD′s investigations into the 2011 Stanley Cup Riot. It also asks people to contribute any pictures or video that they may have taken during the riot, with the goal of identifying people who may have participated in the rioting. The site also reminds people to not use social media to take justice into their own hands, instead leaving it to the police. As of July 1, 2011, 101 arrests have been made.
IBM collected more than 37,000 ideas for potential areas for innovation from brainstorming sessions with its customers, employees, and their family members in 2006.
L’Oreal used viewer-created advertising messages of Current TV to pool new and fresh advertising ideas.
Pepsi launched a marketing campaign in early 2007 which allowed consumers to design the look of a Pepsi can. The winners would receive a $10,000 prize, and their artwork would be featured on 500 million Pepsi cans around the United States.
Unilever has recently decided to drop its ad agency of 16 years, Lowe, and has turned to the crowdsourcing platform IdeaBounty to find creative ideas for its next TV campaign. Unilever has worked with Lowe on the snack-food brand Peperami since 1993, but has decided to submit its brief out to the public, rather than a small team of creatives.
Ironically, Wikipedia is itself a successful example of crowdsourcing.
Crowdsourcing, as a concept, lends itself perfectly to recruiting.
Posing the question to your community, “We are looking for a dynamic Product Manager, with x/y/z experience … any ideas/recommendations?” will soon become a normal sourcing/name generating activity for recruiters.
The key is how to incentivize/inspire/motivate the crowd to do your recruiting.
LinkedIn gets it. It’s already making headway toward this goal, aiding a company’s ability to use employee networks and matching up people who are connected to our employees who closely match our job specifications.
But what about the wider crowd? That’s where attention will turn next.
Premium Paid Content
Recruitment 3.0 recognized that recruitment is fundamentally boring. People tend to only visit corporate careers pages when they are looking for work. There is no engaging “repeat visit” content that drags them back for more. Many companies are using social media as a replacement job board and listing jobs with hyperlinks back to the job site. It’s hardly the most engaging content.
Recruitment 3.0 involves building “engaged” communities. The key is compelling, rich content, creating a destination that people want to go to on a frequent basis. That is not a list of jobs.
Remember again that recruiting is not about “bums on seats”; it also encompasses nurturing a strong employment brand proposition, attracting and seducing those not familiar with your brand, and taking them on a journey to either apply to work for your company or be an active brand ambassador in your community.
As communities build up in 3.0, underpinned by engaging content, and when those communities reach a critical mass, the next step is starting to grant VIP access and exclusive content to community members. If communities are engaged, they will be, by definition, happy to pay to be part of the VIP area, and we will see the monetization of these communities and a potential revenue stream for recruiters.
Aggregating all your social media feeds — Twitter, Facebook, YouTube content, and your blog — is the first step. This could and should be aggregated both on your corporate careers site and your mobile phone app (for those who want to be part of the community on the move). A one-stop shop for people to engage and follow your company encourages repeat visitors.
This content on the social media sites needs to feel personalized and humanized, giving exclusive access behind the scenes of your company and the individuals behind it.
But what else?
Understand the public pulse. There is no better place than the Apple Store. This shows what content keeps people coming back and is most popular to download. And guess what that is:
News & Information (knowledge and exclusive access news)
Games (fun games but also including quizzes)
Comics & books (The appeal of an ongoing story that people want to follow)
Photography/photos/videos (uploading and sharing)
This content often focuses on getting people involved, something to do with your friends, and brings that “global community” together.
Each of these is “sticky” and keeps people coming back.
Why can’t recruiters use these same concepts as part of their community building but adapt them for their own companies?
Recruitment Embraces Concepts of Gamification
Gamification is the latest buzzword. What’s funny is that some well-known commentators are rushing to speak about this subject but end up mirroring granddad at the disco trying to throw “cool” shapes to the latest bangin’ tune but instead look rather doddery and completely out of touch.
People love to be entertained. Gaming is huge. Not just “serious” video console games like the Call of Duty’s, FIFAs, and Battlefields, or the PC games like World of Warcraft, but the spread of casual gaming whether on Facebook or on mobile shows the power of people of all ages wanting interactive entertainment.
Gaming educates us about the dynamics of engagement. (Some would take this further to addiction.) What a great game does is ingrain itself into the conscious and subconscious of the player. You think about it and love the roller coaster of emotions that the game takes you through. You may pull an all-nighter, or get up extra early to get in an hour or so before having to venture off to deal with humdrum reality. Escapism is the new drug of the austere Tens.
But what else can we learn? Casual games are the key to the door of mass/mainstream and that elusive community engagement via compelling content that we all seek.
Casual games are those that embrace all demographics, are simple, fun, accessible, and from which users get an instant form of gratification. This is different than “serious games” that are deeper experiences and are perhaps less accessible due to the time invested and the barrier of controllers/complexity of purpose.
Farmville on Facebook is a classic example of community-building and demonstrates some key buttons in engagement theory (in a social context). Farmvile has been such a success for a number of reasons. First, it recognized the unbridled thrill of “gifting.” When you first visit your farm, you don’t go straight to it but to a page with a list of gifts. Many games ask you to spam mail your buddies to play the game. Farmville cleverly goes further by allowing you to send a gift of an animal or plant/crop to your friends. Of course, when we receive gifts, we also like to give them back, starting the spiral of interaction.
Part of this psychology also encourages you to help your friends by reminding them to harvest their fields and to weed their farms. It’s very community-friendly stuff.
These gifts also have a perceived value. The whole point of Farmville is to build a busy and profitable farm and maintain it. But to do this, you need to build and grow the farm, which is time-consuming and takes a while to buy plants, crops, and trees, etc. But luckily your saving grace is your friends as they help out by sending all these valuable items for your farm. Hence my farm looks better with more content so I will invite more of my friends to play, give them gifts, and expect/request gifts in return. It’s a clever use of personal psychology and satisfaction of wants.
Farmville also gets that the game has to be accessible and simple. There are no extra levels; you just keep on growing the size and scope of your own farm. The only limitation is money. But having lots of friends gets around that.
Now the clever part kicks in. The game keeps you coming back. Certain crops you plant require harvesting at certain times. Some crops will die if you don’t come back. Strawberries mean you come back every four hours. That locks in an engagement and repeat visit. “I must log back in at 2 p.m. or my crops will die!”
Farmville also cleverly gets the whole concept of one-up-manship and competing to have the bigger farm, the more money, the latest gadgets 00 and that’s where monetization kicks in. Someone can pay to get ahead of their friends, and for many that is a key driver. “I must have the biggest farm and the latest items and be ahead of my mates!”
Hence Farmville teaches us there are three things to making social games huge viral successes: getting users to invite their friends (virality); getting users to return frequently (stickiness); and people competing to win/be ahead of their friends (showing off).
Interestingly, one of the first to understand these dynamics was the Hotel chain Marriott, which has released a Facebook game designed with the goal of introducing potential employees to life in the hospitality industry.MyMarriottHotel gives players the opportunity to “work” in various hotel roles, including hospitality manager. You can start by working in the hotel kitchens and gain points for excellent customer service and profitability. The game is geared to raising awareness among millennials to job opportunities around the world (cleverly available in five languages).
Critically for recruiting, the MyMarriottHotel Facebook game includes at the top of the game a banner shouting “Do It For Real” that hyperlinks to Marriott’s jobs site. Marriott’s goal is to fill 50,000 positions at its hotels around the world, helped by this game raising awareness, (predominantly outside the U.S.).
So what is gamification, and how can it be applied to recruiting?
Gamification is using game mechanics/methodology to inspire engagement in activities that otherwise would be considered boring or routine. Recruitment certainly sits within that definition.
Key concepts of gamification that recruiters can learn from when developing communities and building compelling, repeat visit content, include:
The key word when engaging in social media and community-building is remembering the key element, often-forgotten, is social
Keeping activities/content simple, fun, and interactive. When people read your blog/social media, is it light, carries pictures, short, informative, stimulating, or even entertaining to read?
People want to know what other people are doing, especially their friends. Can people see what their friends have been doing? People love engagement and giving their opinion, be it by rate-this-page, commenting, oropinion polls. These are all interactive elements that engage.
As people interact, degrees of personalization and humanization help, such as the uploading of avatars and/or people’s pictures. People prefer engaging with “perceptibly real” other people. Avatars aid that.
Are you encouraging sharing content/activities with your community? Are people rewarded or recognized for sharing content?
Inspiring members of your community’s “friends” to get involved and get their friends engaged, i.e. virality, sending community growth viral.
“Gifting.” Can content be shared amongst friends/can someone get something in return?
Keeps em coming back for more. Certain times of the day/week that the community has to be there. Prizes/giveaways ingrain this activity. Some companies do specific content “reveals” at certain times of the week. Live webcasts also encourage set-time attendance.
Competition against friends/leader boards. It could be quiz-questions about your company, the most referrals of job seekers, or the most comments made in your blog/social community. Leader boards keep people coming back to chart their progress and see who is on top, and if they are ahead of their friends.
“Easter Eggs” — those intentionally hidden features that people can’t find. Especially cool for college sections and can be used to encourage people to find about more about your company and unlock exclusive content.
Enabling unique experiences/personalization. Can people create their own unique user account, personalize their landing pages, and personalize their experiences?
Progress bars. People are addicted to completion, and progress bars are often used in online shopping as you are guided to place things in the shopping cart and progress to the checkout. Progress bars fit nicely with job application processes of a series of tasks that people will want to complete. “Completism” is a natural human psychological compulsion.
User-generated content, and games like LittleBigPlanet have showed us that people love creating their own content and sharing that content with the community. Can your community do the same, involving uploads to your blog/corporate careers site?
These concepts can all be applied to corporate career sites, which are purely a repository of information overload and fundamentally dull, and of course tomobile apps. People, bored sitting on the train, plane, and bus, want content to engage them.
Some corporate sites already include games and other challenges — almost always in the Careers section — and some companies have added game elements to the recruitment process.
Some are asking, “Is this expensive? How can a recruiting department make games? But at minimal cost there is a thriving development community and graduates studying at colleges who would love the opportunity and exposure that creating and publishing a game on a corporate site brings them. Development time on games for mobile is minimal but the key is fun (look at games like Doodle Jump and Flick Football, massively popular but simple to develop).
Many recruiters are currently using Empire Avenue as a way of engaging with communities and making new contacts. Some are even using it as a sourcing tool to recruit from. For those who don’t know, Empire Avenue is fundamentally a stock market simulation social network game that encourages users to buy and sell shares of people and websites. Players have their own portfolio in a virtual economy and earn money, called Eaves, by investing in other people. This sees your own net worth rise by encouraging friends and community members to invest in you. What is cool is that when all accounts are linked together, including Twitter, Facebook, Flickr, YouTube, LinkedIn, and blogs, your net worth rises based on the content you either create or share. What’s cool about this approach is that it combines simplicity with what we do on the web every day: creating and sharing content. Interestingly, Empire Avenue mimics the other sites as it’s also a social network itself. It’s allows opportunities to connect and debate with others by finding affinity groups (“Communities”) within Empire Avenue. Clever engagement mechanisms at play.
Concurrently, Google is also on the move with its Google News Badges. We all read the news, and applying the above theory — let’s call it gamification methodology — Google has created “Google Badges.” Google News users in the U.S. can earn different pins for reading the news, starting with bronze and moving up to Ultimate. There are more than 500 badges available to suit all types of interests, such as “stock market,” “Harry Potter,” and U.S. elections. These “Google Badges” follow closely on the heels of Google launching its own social network, Google+, and is increasingly trying to get people to share content via its network of services in a similar fashion to Facebook.
This will sound very similar to users of Foursquare. Foursquare is a location-based social networking website based on mobile phones. Users “check-in” at venues using a mobile website, text messaging, or a device-specific application, and select from a list of venues that the application locates nearby, e.g. restaurant, library, pub, house, etc. Each check-in awards the user points and sometimes “badges.”
The first time a badge is unlocked on Foursquare, be it an easy achievement (like the “Superstar” badge for 50 check-ins), or one that comes as a surprise (“Douchebag Badge,” which is unlocked after checking into venues tagged with “douchebag,” or the “Don’t Stop Believing Badge,” awarded for checking in to three venues tagged “karaoke” in a month), the game keeps people engaged with rewards that makes members want to use the system even more and compete with friends. Especially those who live or work in close vicinity of each other as they compete to be the Mayor of a location.
Why is gamification so important?
Interestingly, to give more credence to this area, Gartner, in research published in April 2011 stated: By 2015, more than 50 percent of organizations that manage innovation processes will gamify those processes. By 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay, or Amazon, and more than 70 percent of Global 2000 organisations will have at least one gamified application.
That’s a big statement. 70 percent of Global 2000 organizations will have at least one gamified application.
Many commentators see that naturally fitting in the corporate careers site.
Perhaps gamification will be taken more seriously among current recruitment leaders moving forward.
Global Community Rating of Companies
People trust each other and members of their community far more than they do advertising or company communications. Paul Gillin, author of The New Influencers, talked about the impact of social media. One of his key points was that 78% of consumers trust each other more than they trust advertising — which is why they read blogs and go to chat rooms.
There are many examples to back this up, particularly when we go on vacation. The holiday industry has had to get far more authentic and responsible in its communications. No more fantastic ratings of restaurant food when it is tripe; no more “the beach is in walkable distance” … but only for those who are happy to walk for two hours; and no more “great local entertainment” when it is two people playing spoons. Why is that?
Many people now check out Trip Advisor and read how people have voted/rated their vacation/hotel en masse and then read through some of the commentary. Real. Authentic. Trustworthy. No hidden agendas, just shared experiences.
Companies value their placing on “best companies to work for” and “great places to work” lists. And these are a mix of internal questionnaires of employees’ experience and then a specialist evaluation of policies and internal structures by a panel of experts.
Glassdoor is the closest to a trip advisor for recruitment. Its bias is more U.S.-focused and needs to hit that critical mass to be held in the same esteem.
As we head to 4.0, those principles behind Glassdoor will see job seekers trust the crowd, and companies will value that authenticity far more than traditional manufactured best-places-to-work lists.
Size Doesn’t Matter
Some reading this will rightly raise the question of whether this is all this scalable. Cynics will openly proclaim there will always be a need for local agencies to hire receptionists, builders, joiners, hairdressers, admin assistants, and hosts of other roles. Screams will be heard:
Job boards will never die!
This was all predicted 10 years back and it never happened!
How can a small company generate its own community?
Many criticisms/protection of vested interests will emerge in this debate.
They’re fair points to discuss. Interestingly, when Hard Rock Café wanted to open a new venue in Florence, perhaps the initial reaction of many recruiters was to advise them to go to local “high street” agencies, or place an ad in the local press, even on a job board. The Hard Rock took a different approach and used Facebook to reach out and recruit. It built a community around the new venue opening. Hard Rock needed to hire 120 staff across eight categories from waiting staff, barmen/women, to accounting. It was inundated with responses and was able to interview 600 candidates for the roles and whittle down to the 120 needed for opening.
Whatever the size of a company, all the concepts here are relevant. It may be that a company does not have the time to build its own community but will be able to access other communities and groups, be they local or discipline-specific, such as hairdressers, and crowdsource their vacancies.
Technological, access to information, and communities know no boundaries. That’s the difference the past 10 years have made and why jobs boards and agencies have to adapt, or else.
Recruitment 4.0 is a long way off; yet, many of its concepts are resonating today and being built upon and planned. Some early adopters are even implementing some of the component parts. 4.0 is a natural progression from 3.0. It takes the community concept to the next level.
While some will be initially shocked at the radicalism involved at suggestions of recruitment transitioning into a profit center, crowdsourcing talent, and entertaining/gamification, with a period of reflection it makes sense as a natural strap-on to 3.0 communities.
Many of the recruitment leaders in place today are not ready for 3.0, let alone 4.0. They have been schooled in traditional recruiting techniques that will soon be outdated and detrimental to their business. Many more are worried about process than end results. Where does your leader stand?
Imagine those recruiting leaders who can go to their CEO and demonstrate that they have been able to map out competitors, and identify and build relationships with cream-of-the-crop talent. Leaders who have helped shape and who have put in place engaged communities with positive two-way communication social media channels, thus enhancing employment brand attractiveness, (with a positive spinoff for the consumer/product/service brand), and have hence been able to slash expenditures on recruitment and are now coming up with proposals of how to turn recruitment into a profit center.
Compare that to your current recruiting leader. Are they shaping your future in this direction?
Who do you think your CEO would prefer as a recruiting leader? The one described above or your current one?
There is plenty above to chew on and debate. Agree or disagree, what is certain is that exciting times lie ahead for recruitment.
And before someone asks, will we see an article on Recruitment 5.0 anytime soon? Not from Autodesk. We’ve got to focus on delivering 3.0 and 4.0 with the great team at Autodesk. There’s lots to do and achieve.