Entries Tagged 'Interactive Recruitment Marketing' ↓

Is corporate HR and their executive team receptive to social media?

A commenter recently asked:

Curious of your thoughts regarding how receptive HR is in including social media strategy as part of their marketing and media mix. I think for many of us it is a no-brainer, and I believe Executives are beginning to understand the power of social media and the habits of their target, but from your experience, are you finding HR Execs receptive and willing to allocate appropriate portions of their budgets for this?

Julie O’Reilly
Marcom Village

What do you think when you hear “do you have a social media strategy?” Do you think about making media buys to run banners on sites like facebook and LinkedIn; or maybe placing employment messaging within other publisher’s podcasts? In recent years the number of sites where you can place ads and the forms these ads are offered in have increased. The introduction of these options for interactive recruitment advertising is exciting and the possibilities are growing by leaps and bounds. But, this is advertising - which doesn’t happen to be the core compentancy of social sites and mediums. These sites are forums where millions upon millions of potential candidates are connecting with one another, participating in active conversations, and changing the very definition of thought leadership. The potential for social media to completely disrupt how companies find and build relationships with candidates is powerful, if they can be convinced to learn how to harness that potential.

I have spent the last eighteen months speaking with corporate HR leaders at some of the largest organizations in America on this very topic - urging then to adopt social computing in their recruiting and retention efforts. It is just in the last month that I have seen corporate HR realize that they have to begin “thinking” about adding social media to their recruiting and retention efforts. But when I discuss crafting a social media strategy, I am not talking about using these sites for advertising, I am talking about efforts such as:

• Publishing employee-generated content that shows the real soul of the company and tells the stories that make the company what it is.

• Using photo, video, audio sharing sites to help those stories come to life.

• Using RSS to distribute this content outside of the corporate career site.

• Having real FAQs sections where candidates can ask questions, get real answers, and have this exchange be indexed and searchable for others.

• Evolve the definition of “relationship marketing” to include building and cultivating your candidate community on your career site through real two-way exchange of information.

• Encourage recruiters, hiring managers (all employees really) to seek out potential hires and build relationships within online communities.

What is the “right” strategy for one company is not necessarily right for the other. The key is to allow your employees to express their stories in the way that is RIGHT for them, thereby authentically and quite literally showing candidates who your company is and what it might be like to work there.

So to answer Julie’s question, in my experience, “how receptive is HR in including social media strategy as part of their marketing and media mix?” I think that companies are starting to view advertising within social networks as the no brainer, and they are using budget that they already have allocated to interactive advertising, but just changing where those dollars are being spent. When it come to harnessing the power of social media to connect to candidates and literally give them the a behind the scenes view into the making of the organization - I would say, “not so much.” The fear of creating “too much risk” for the organization due to not being able to control the message is the root of the hesitation.

I have spent so much of my time passionately trying to explain to HR execs what social media IS, describing the changing of the guard that is happening, how thought leadership is changing, how the ability to spread and amplify the affect of messages has evolved, all of this can be seen so clearly through growth and impact of social computing - that I have probably done a poor job of making a traditional bottom-line focused business case for why companies would benefit for using social media to attract and retain the best.

Shel Holtz, an author and blogger with 30 years of organizational communications experience in both corporate and consulting environments, just wrote a terrific post addressing the business case for using social media as a communication channel entitled, Business adoption of social media: It’s not about employee rights, where he simply states:

My position on employee engagement in social media is based on my belief that doing so will produce far greater benefit—in the form of enhanced constituent relations—than risk, particularly when it is managed strategically. There are many dimensions to these benefits, some of the most important of which include the following:

• Recruiting and retention—Deloitte is frequently named the best company at which to begin your career. Deloitte is also the company that hosted an employee film festival, in which employees submitted creative videos articulating the company’s values and culture. The best of these are now on YouTube. Deloitte has engaged in social media in a variety of other ways, which in part accounts for the company’s ability to choose from the cream of the crop. Meanwhile, Clive Holtham, a professor at the Cass Business School, notes some California firms “are finding they cannot attract or retain staff because their IT infrastructure fails to meet the demanding standards of the new generation,” according to an article in Data Storage Today. Let’s face it: If employers in the don’t want to pay for the lion’s share of employee medical coverage. They do, however, because without it, they wouldn’t be able to attract the talent they need to implement their strategies.

• Employee engagement—Companies with populations of mostly actively engaged employees tend to outperform those with populations of mainly disengaged employees. Engagement flows from a number of factors, but it won’t flow at all without trust. Once employees are engaged, they produce discretionary effort on behalf of their employers.

In my view, using Social Media to provide a window into what it is like to work for an organization provides validation for a candidate against the marketing messages. This validation leads to a feeling of trust and genuine interest in the company (engagement), credibility (feeling that working for this employer is a good career decision) and ultimately loyalty (retention). I participate in social media everyday, it has become part of how I work, how I provide thought leadership, and how I judge the thought leadership coming out of other companies - that I know the potential for what it could mean for recruiting and retention - literally in my bones. Is it the only way? No, of course not. But the expectations of candidates are changing. They EXPECT to be able to find out what it is really like to work for a company, and they respect the companies that enable that process and help bubble that relevant information up to the top for them.

Shel says:

People may still want to work there even if they cannot engage in social media. The pay, the experience, the benefits all may carry greater weight than the ability to talk about work on a blog.

In general, though, based on dramatic shifts in culture, society, business and communication, most organizations will be well-served to integrate social media into their communication models.

But for any F500 company, it comes down to money - not passion for an idea. So my goal for the next month is to put together that financial business case for why Corporations cannot afford to ignore the potential of social media for attracting and keeping their best people.

At work a few weeks ago, I was asked to answer questions for an upcoming InsideCRM story on the promise of Web 2.0 technologies for human resource departments looking to make internal changes. My focus is really on employer branding and the candidate/employee experience, so I have no idea if my input was ever used, but thought I would post my responses here on EXCELER8ion as well to see what our little community has to say. How would you answer these questions?

1. How would you define Web 2.0, especially as the concept relates to technologies that might be adopted in an HR setting?
2. What sorts of solutions are now available to HR shops? How do these technologies differ from more traditional offerings?
3. What improvements could technologies based on Web 2.0 possibly bring to a corporate HR department?
4. Do you have any other thoughts on these or related issues?

Here are my responses:

How would you define Web 2.0, especially as the concept relates to technologies that might be adopted in an HR setting?

Web 2.0 is a term used to describe the tools that people are increasingly using to connect to one another and share opinions, insights, experiences, perspectives and more. The information that is shared can take many different forms, including text, images, audio, and video. This ‘user-generated content’ and the web sites that contain it are often grouped into the term “Social Computing” or Web 2.0 web sites. Popular social mediums include social networking web sites that allow two-way communication, message boards, as well as videocasts and podcasts, blogs, wikis, social search and tagging, and rss are connecting people and distributing information in new and efficient ways.

What sorts of solutions are now available to HR shops? How do these technologies differ from more traditional offerings?

Utilizing the web 2.0 principles of authenticity, collaboration and participation – solutions are being developed at a rapid pace to allow companies to easily incorporate real first hand stories into their career web site and within social networking groups such as those on facebook. As compared to more traditional offerings, web 2.0 is about communicating, not advertising. Creating, publishing and distributing authentic information about an organization creates opportunities and forums through which to directly connect with customers, employers, or talent. Utilizing these principles will introduce a level of transparency, authenticity, and credibility into how an employer is perceived. Building employee social networks or participating in social networking sites, such as LinkedIn and facebook, allow companies to communicate with customers and candidates where they already spend time online.

What improvements could technologies based on Web 2.0 possibly bring to a corporate HR department?

The authentic information that is generated and shared through social web sites can powerfully influence the overall perception of a company and give the audience, customers, as well as potential job candidates, a deeper and real understanding of an organization as an employer - greatly affect their consumer and employer brand. Concepts such as Social Search, tagging and ranking could be introduced into the career site. Social search results that are validated by the candidate community help to highlight the pages that they found most useful:

• Tagging: Candidates could tag content themselves based on words that they would use to describe the content. It will create “bottom up” categorization, which will be more relevant to the candidate community.
• Audience Rankings: Candidates rate the importance of content, pages, announcements or news, which will make it simpler for other candidate to uncover what is important and create a mechanism to provide feedback to the employer regarding where the career site user interests really lie.

HR specifically would benefit from utilizing evolving applications and tools that use concepts from web 2.0 such as social bookmarking and social networking to enable the sharing of information; collaboration; sharing information across different units and to help the important information bubble to the top - but within a secure framework.

New ‘web 2.0’ mash-up technologies are enabling the aggregation of data from multiple data sources, saving time for the HR staff by putting their most important information and common reporting tasks at their fingertips and adding insight to their most important work in order to work facilitate better decision making processes. Such data aggregation mash-up tools help bring disparate data point together (ATS Metrics; Job Board Metrics; Career Site metrics; Employee Research Data etc) and summarize existing data into useful new forms that promote analysis and informed action.

Do you have any other thoughts on these or related issues?

When making a career choice, candidates are searching for real “behind the scenes” information about a potential employer and they are often willing to spend the time to look for it. Web 2.0 tools and principles enable employers to make there career site that authentically communicates their employer brand and provides a window into the “employee-experience”. It has never been easier to literally “show” candidates the employee-experience by incorporating social features into the corporate career web site. Effectively communicating what your company’s community believes in, and what it is driven by, will determine the kinds of people you attract and keep.

River of Reputation

Blogs. Tumblr. Twitter. Vlogs. Google. FaceBook. Syndication. Jaiku. Pownce. YouTube. Myspace. User-Generated Content. Indigenous Content. Del.icio.us. Online Community…. Data streams flowing via RSS, ATOM and furiously converging to create a River of Reputation…. a River of Relevance.

I started playing with Slideroll yesterday and ended up creating this slide show regarding how Employer Brands are affected by ‘Rivers of Reputation’.

This is a work in progress meant to get across the concept of the decentralization of the Employer Brand via the flow of easily accessible information regarding your brand that is being generated by individuals everyday. Let me know your thoughts.

Hat tip to a twitter mention of a conversation between Scoble and Anil Dash. I was also influenced by Brian Solis’s post Lifestreams Channel Online Activity, Creating Rivers of Relevance, discussing data streams and one’s personal brand.

When asking employees why they like working for a company, one of the most common refrains is “because of the people, my co-workers, we are like a family”. Any recruitment advertising copywriter can attest to this and, after reading such feedback in the creative brief, will promptly roll their eyes and then try to find a new way to “spin” this age-old sentiment.

“Join Company X, and you not only get a great job, but you also gain a family”

Trite as it may be, employees are expressing a sentiment that is widespread and based in truth. The workplace is a community. A community made up of people that you often see more than your own family. There is an undeniable group cohesion that resembles “family” that the work company-employee work contract generates.

When making a career choice, candidates are searching for information about a potential employer and if they will spend time to look for it. Use your career site as a venue to publicly display your community of passionate employees. Lead the search results by authentically communicating your employer brand and providing a window into the “employee-experience” on your career web site. Openly illuminate your employee-experience by incorporating social features into your corporate career web site and encouraging employees to participate in online communities where your candidates are spending their time. Don’t fight the decentralization of your employer brand… *enable it*.

Controlling the flow of information to employees, customers, partners etc, used to be easy with newspapers, TV, radio, print, email, and the like. Today, your brand is being watched, augmented, and de-located. People are writing their own stories, thoughts, ideas, and developing new products and services using social media technologies. These simple technologies and services: Blogs, Wikis, Forums, Tagging, Podcasts, and RSS are connecting people and information in new ways, conversations, faster than you can say oh shit. (via Advancing Insights).

Companies try to hide what it is *really* like to work for them like they are a secret society that you get to have no real knowledge of until you are accepted and initiated. There is the reality of a group being its own worst enemy, and a need exists to balance the idealistic view that companies will suddenly open up and allow completely public free speech, with the freedom and open spirit needed to create a thriving online community.

Effectively communicating what your company’s community believes in, and what it is driven by, will determine the kinds of people you attract and keep. When it comes to communicating what the real employee experience is and helping to foster a public online community that potential candidates can explore when researching your company - do not put your head in the ground and fear your employee experience being public - embrace it and handle it with grace.

The next generation of corporate career sites need to completely invert the funnel and begin to engage visitors on their terms - with immediate access to information that is real and important to them. Career sites will HAVE to incorporate two-way communication and distribute their content through the innumerable web-tubes in order to create opportunities to directly connect hiring managers and recruiters to passive talent where they live online. This also means that companies have to come to terms with the fact that

“C2.0″, as in Careers 2.0. - the next generation of Career Sites and Intranets that enable dialog and collaboration, closed corporate social networks, and employee communities will define and build Employer Brands in the future.

many of the interactions between talent and company will not begin on the corporate career site at all as people increasingly utilize social media and Google in order to gain access to *authentic* information and gain access to windows into the soul of a company. As any reader of EXCELER8ion knows, my tireless mantra is - “C2.0“, as in Careers 2.0. - the next generation of Career Sites and Intranets that enable dialog and collaboration, closed corporate social networks, and employee communities will define and build Employer Brands in the future.

People are increasingly using “new technologies” that make it easy to publish content to the web to share opinions, insights, experiences, and perspectives with each other. For the uninitiated, the applications and web sites that enable this user-generated content are often grouped into the term Social Media. Authentic user content that can be generated by anyone (and everyone) and shared through social media. This content can powerfully influence overall perception of a company and their employer brand. In my experience, Social Media has a bad rep in the corporate HR world - and yet this is with social media tools that people are connecting, building relationships, and the sourcing of talent is happening.

We are living in an age where we are finally seeing the rise of what is being called the prosumer - a consumer who is actively involved in the design and manufacture of products, no longer a passive player upon which preferences are pushed upon, rather - consumer that is part the process. Duncan Riley on Techcruch discusses prosumer in a recent post:

The word is a combination of producer and consumer that perfectly describe the millions of participants in the Web 2.0 revolution.

This revolution that we are witnessing doesn’t stop because we are talking about employer brand and recruitment. I am calling the ‘prosumer’ of the employer branding / recruitment world - the “Career Prosumer” - an individual that actively produces content, participates, and engages with prospective employers - often outside of the careers site on a corporate blog or in a social network. Career Prosumers will not necessarily always use or relate to the sites that we create in the ways that companies expect them to.

Providing platforms and forums that seek out and *encourage* such real user generated content introduce a level of transparency and credibility into how a company is perceived. Participating in social networking sites, such as LinkedIn and Facebook allow employers to communicate with talent where they are ALREADY spending their time. Want a live example? Check out this Facebook group that was just started by my Twitter bud, Chris Brogan, called Grasshoppers. The description of this group:

Grasshoppers are motivated, talented people with a shared belief that helping others comes back in good ways to everyone involved. From friendsourcing (finding help with business or personal projects through friends) to building a network of colleagues for future collaboration, Grasshoppers is a group that hopes to answer the question, “How can I help?”

Talent sourcing is becoming intertwined with “Friendsourcing”. In a way, this is no different that how it has ALWAYS been. Referrals have ALWAYS been the number one source of hire - now we are just making our friends and networking differently. What’s new here is that we’re using the network effect of the Internet so your message is amplified a thousand times over and can reach the furthest reaches of the world, or right next door where your hidden candidates live, as in within a 20 mile radius of your headquarters. The latter is often overlooked due to the vast reach of the Internet - we forget that the Internet is one of the most efficient self-selecting people connectors ever seen. People self-select around interests, passions AND LOCATION. What’s better, an online Ducati motorcycle group or an online Ducati motorcycle group that’s based in your area where you can meet up for group rides? (Yes, Julian and I are going to get a Ducati, and yes I am going to take riding lessons). Chris distributed a message to all of the Grasshopper group’s member asking them Go to the Discussion Board for the Group and post Job Wanted or Job Opening threads, and start populating them.Top companies understand that and will create a “recruiting culture”, ensuring that their recruiters and hiring managers spend their time building relationships where candidates already live - not the other way around. So often in life, we are just going through the motions instead of really driving our reality, driving our business, really engaging with real people, with real talent. I can name only a handful of companies that are overtly using social media for the purposes of connecting to and engaging talent in their employer brand and yet we are witnessing the development of ‘Un-Careers Sites’ - as employer brands and messaging can now be easily found, aggregated, but not controlled on dozens, hundreds, and even thousands of sites across the web. Aggregating that content for easy consumption for interested individual, and becoming an active participant in the creation of that content, is the key to engaging the Career Prosumer and understanding C2.0.

If you’re ready to dive in - read my earlier posts on Employer Brand and a Corporate Un-Careers Site as well as Top Ten Tips for starting a Recruiting Blog.