Learn the rationales and steps in utilizing social media to advance your career.

1. SPP Careers 201:
Careers and Social Media
Clark R. Bonilla, Director
Alumni and Career Services
School of Public Policy

2. Table of Contents
 Overview of Career Search
 Networking with Social Media
 LinkedIn.com
 COS.com
 Mendeley.com
 Facebook.com
 Georgia Tech Networks
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3. I: Overview of Career Search
Socrates: “Know Thyself”
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4. Objective 1: Identify your career
expectations.
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5. Career Choices and Trade-Offs
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6. Objective 2: Model your career plan.
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7. Career Planning Cycle
Source: http://www.gov.pe.ca/photos/sites/psc/test/career_planning.jpg?8921
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8. Market-Driven Career Model
Job Market
Optimal Career
Options
Personal
Education
Preferences
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9. Objective 3: Formalize your career
goals in a career statement.
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10. Write Career Statement
Industry/ Position Position Career
Institution Level Type Outcome
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11. Objective 4: Research your career plan
(industries, institutions, positions,
salaries)
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12. Labor “Markets”
Labor Market
External Internal
Labor Markets Labor Markets
Publicly Advertised Internally Advertised
Long Faster
Hiring Process Hiring Process
Networks—Less Relevant Networks—Highly Relevant
Highly Competitive Much Less Competitive
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13. Know Market Trends
 Higher Education Employment Trends: (tour)
 http://www.higheredjobs.com/career/quarterly-report.cfm
 http://www.bls.gov/oes/current/oes_nat.htm#25-0000
 Higher Education Salary Trends:
 http://www.higheredjobs.com/salary/
 Private Research/Consulting Trends:
 http://www.careers-in-business.com/consulting/mcfacts.htm
 http://www.careeroverview.com/consulting-careers.html
 http://www.qrca.org/
 http://www.socialscienceandresearch.com/about.html
 http://www.socialresearchandconsultinginc.com/
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14. Social Sciences Markets
 Social Scientists
 http://www.bls.gov/oco/ocos315.htm
 Social Science Research Assistants
 http://www.onetonline.org/link/summary/19-4061.00
 Sociologists
 http://www.bls.gov/oco/ocos314.htm
 Urban and Regional Planners
 http://www.bls.gov/oco/ocos057.htm
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15. Estimating Your Worth
 Compare Job Descriptions/Salaries
 http://www.jobbankinfo.org/
 Review Labor Market Analyses:
 http://www.bls.gov/oes/current/oes_nat.htm#11-0000
 http://www.bls.gov/bls/wages.htm
 Use Online Salary Calculators:
 http://monster.salary.com/salarywizard/layoutscripts/swzl_
?
 http://www.cbsalary.com/?siteid=cbsubnav
 http://higheredjobs.salary.com/
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16. Objective 5: Formulate your career
search strategy.
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17. Sample Career Planning Matrix
Career Preferred Acceptable Maximum
Tracks Position Position Time
1st Choice Federal Energy State Energy Policy Months 1-6
Policy Analyst Analyst
2nd Choice State Policy State Research Months 5-12
Analyst Associate
Independent Energy Analyst Energy Research Months 10-12
Contractor Associate
Return to School Law School PhD, Public Policy Months 6-12
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18. Write Your CP Matrix
Career Preferred Position Acceptable Position Max.
Tracks Time
1st Choice
2nd Choice
Independent
Contractor
Return to
School
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19. Objective 6: Build and utilize networks
to advance your career.
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20. Network Sets
Prior
Professors
Community Family
Industry Prior
Contacts Employers
YOU Conference
Alumni
Contacts
Prof.
Assoc. Friends
Members
Fellow HR
Students Personnel
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21. Objective 7: Target your career
searches.
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22. Prioritize Your Efforts: Target …
 Positions in your specialty.
 Positions in your preferred sector.
 Positions for which you meet minimum qualifications.
 Positions in organizations with missions you support.
 Positions that pay an acceptable salary.
 Positions in which your skills are readily transferable.
 Positions for which you are ready adapt and learn.
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23. Get Organized
1. Search specialized job search engines first.
2. Allocate set hours per week to search.
3. Establish phases, priorities, and milestones.
4. Have a three-phase plan: 3-month, 6-month and 12-
month (to time prioritized searches).
5. Place key dates on calendar.
6. Plan for online searches, attending job fairs, and
networking online and at events.
7. Customize resumes/CV to position and career track.
8. Implement a networking plan.
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24. Part II:
Networking and Social Media
“It’s not who you know. It’s who knows you!”
“And exactly who are you?”
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25. Objective 8: Rapidly, effectively and
inexpensively market yourself online
with social media.
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26. The Savvy Networker
 “The smart networker respects the opinions
(and time) of others, helps other people as
much as she is helped, and establishes rapport
long before asking a favor or even offering a
business card.”
 Emily Post’s The Etiquette Advantage in Business (2005): 313.
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27. Ways to Build Rapport
 Always use polite, respectful and engaging language.
 Meet for lunch (not just happy hour).
 Invite to a party.
 Invite to a sports or cultural event.
 Email a useful business article or discuss it.
 Send holiday, birthday, congratulatory or get-well cards
as appropriate.
 Share information about job openings.
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28. Network of Resources
Professors
Alumni
GT Career Services
Online Search Engines
Conferences
Job Fairs
Social Media
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29. Networking Tips
 List of all existing contacts  Be concise, pleasant and confident
 Join LinkedIn.com and relevant at all times
online groups  Don’t make unscheduled visits
 Get back in touch with prior
 Speak slowly, clearly and repeat
employers
name and phone on voice mail
 Attend career fairs
messages
 Participate in alumni and
 Identify person who referred you
professional associations
 Record all contacts
 Go directly to hiring manager
 Send “thank you” notes
 Network for advice first
 Have a 2-minute intro speech  Develop strategy and plan to
 Call employers at start/end of day increase your network
Source: http://www.career.gatech.edu/plugins/content/index.php?id=39
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30. Tapping into Formal Networks
 Professional Associations
 Industry Associations
 Chambers of Commerce
 Alumni Associations
 LinkedIn.com Groups
 Local Nonprofit Community Groups
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31. Tapping Other Networks
 Internal Job Postings
 Listserv Job Postings (associations, institutions, etc.)
 Expansion Discussions
 Downsizing Discussions
 Relocation Discussions
 Linking via LinkedIn.com, COS.com, Mendeley.com
 Internship Opportunities (See Job Search Engine Directory)
 Independent Contractor Opportunities
 Consulting Opportunities
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32. Technological Evolution of HR
Recruitment
 “From exploiting the explosive growth of social
networks to recruiting from their desks through
virtual career fairs and on the go via mobile
phones, talent seekers are honing their texting
and tweeting skills and finding candidates in the
most unexpected places.”
 “Ronald J. Alsop, “Recruiting for talent will never be the same,”
Workforce Management, 90:2 (Feb 2011): 3.
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33. Effectiveness: Social Media v. Other
Job Sources
 Major Job Boards: 219 applicants per 1 hire
(response to job board posting)
 Social Media: 116 applicants per 1 hire
 Company Web Page: 33 applicants per 1 hire
 Online Job Search Engines: 32 applicants per 1 hire
(self-initiated job search)
 Conclusion: “Still, for job seekers, getting a referral from an employee
is far and away the best way to get noticed by a recruiter.”
 Study: Jobs2web, n = 1.3 million applications/26,000 hires (2010)
 “For Job Seekers, Company Sites Beat Online Search Boards, Social Media,” Wall Street
Journal (online), April 3, 2011.
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34. Scale of Internal Social Media Usage
 Social media tools are redefining internal corporate
communications.
 Prescient Digital Media Study: “almost 90 percent”
of corporate intranets use social media tools.
 Ryan Williams, “Inside Job,” Communication World, 28:1 (Jan/Feb
2011): 28.
 Conclusion: Employers want employees who
effectively utilize social media at work.
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35. Scale of External Social Media Usage
 80% of companies use social media to find, attract
and hire new candidates (2009)
 Company use of social media for recruiting:
 95%: LinkedIn.com
 59%: Facebook.com
 42%: Twitter.com
 66% hired candidates identified via social media
 Jobvite Study, 2009; Rachel Eccles, “Link In, Get Hired,” Corporate
Meetings & Incentives, 28:11 (Nov 2009): 12-13.
 Rita Pyrillis, “The Sourcer Knows,” Workforce Management, 90:2 (Feb
2011): 24.
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36. Values of Social Media for You
 Discussions on social media can provide quick,
inexpensive solutions to daily problems.
 Professionals share “cutting-edge insights.”
 Offer feedback/suggestions to your company.
 Network for career advancement and development.
 Broadcast your professional achievements.
 “Beyond Fans and Followers—Why Engineers Should Care about Social
Media,” Instrumentation Newsletter, 22:2 (10/2/2010): 27.
 Carrie Pinksy, “You Are More Than a Pretty Facebook Profile,” Northern
Colorado Business Report, 15:25 (9/10/10): 9-28.
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37. Values of Social Media for Employers
 Cost-Effective Recruitment Media
 Effective Recruitment Branding For Applicants
 Joseph De Avila, “Beyond Job Boards: Targeting the Source,” Wall Street
Journal (7/2/09): D1, D5.
 Ben Gotkin, “RSM McGladrey’s Social Media,” Journal of Corporate Recruiting
Leadership, 5:4 (May 2010): 29-32.
 Improved Effectiveness of Professional Associations
 Maureen Walsh, “Are You Linked Up?” Strategic Finance, 91:3 (Sept
2009):22-24.
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38. Values of Social Media for Employers
 Some employers use social media to conduct
background checks on job candidates.
 Carolyn Boyd, “Controlling Brand Me,” In the Black, 80:4 (May 2010): 44-47.
 Employees who use social media can participate in
low-cost professional training and development.
 Employees using social media can contribute to cost-
effective marketing efforts.
 Karen Blakeman and Scott Brown, “Social Media: Essential for Research,
Marketing and Branding,” Bulletin of the American Society for Information
Science & Technology, 37:1 (Oct/Nov 2010): 47-50.
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39. Values of Social Media for Employers
 Employees using social media can collaborate
more effectively, particularly on team projects.
 Daniel Burrus, “Social Networks in the Workplace: The Risk and Opportunity
of Business 2.0,” Strategy & Leadership, 38:4 (2010): 50-53.
 Identify new clients.
 Increase company revenue.
 Improve knowledge of target markets.
 “Soundbites,” Recruiter (2/23/11): 18.
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40. SM as Catalyst to Innovation
 ‘‘Business 2.0 involves using the new web-based
social networking applications (many of which were
originally created for personal use) in a way that
fosters innovative teamwork, customer co-creation
of value, collaboration with external partners, and
interactive communication between leaders and
employees in an efficient way.’’
 Daniel Burrus, “Social Networks in the Workplace: The Risk and Opportunity
of Business 2.0,” Strategy & Leadership, 38:4 (2010): 52.
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41. Employer Insights into You
 Your social media projects a public image:
 Are you deliberate in crafting that image?
 Are you effective in projecting your desired image?
 Do you receive new and positive feedback?
 Can you measure and document your effectiveness?
 Are your social media interconnected/linked?
 Employers review social media to assess applicants’
compatibility with their organizational culture (i.e.,
image, branding, business etiquette).
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42. Metrics for Social Media
 Influence Identification: “who in a network has
influence and how potent is it”
 Influence Behavior Measurement: “what can be
tracked as a direct link from the people who
influenced behavior”
 Influence Predictive Modeling: “using data to predict
what is likely to influence the people you want to
reach”
 David Armano, “Six Social Media Trends for 2011,” Harvard Business Review,
89:3 (Mar. 2011): 22.
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43. Career Search Metrics
 Number of contacts
 Relevance of contacts
 Positive feedback on professional image
 Number of face-to-face contacts
 Leveraging contacts to enter new networks
 Number of business leads (referrals, job leads)
 Number of recommendations
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44. Online Networking Systems
 All Fields: www.linkedin.com
 All Fields: www.facebook.com
 Sciences/Engineering: www.cos.com
 All Fields: www.mendeley.com
 All Fields: www.twitter.com
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45. Social Media for HR and Job Seekers
 “LinkedIn is considered the professional’s
social networking site and a key resource for
both recruiters and job seekers.”
 Patricia Sheehan, “Social recruiting targets job candidates,”
Long-Term Living, 59:10 (Oct. 2010): 31.
 Kimberly Maul and Rachel Wallins, “Advanced Job Search,”
PRWeek, Career Guide 2010 (Sept. 2010): 28-29.
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46. How Corporations Use LinkedIn
 To learn about the talent working within their
competitor’s organization
 To recruit talent from competitors
 To reduce recruiting costs
 Quentin Hardy, “Networking for profit, not fun,” Forbes
182:12 (12/8/2008): 85-86.
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47. LinkedIn.com
 www.linkedin.com
 Add a detailed profile, CV/resume, writing samples,
Power Point presentations.
 Link with current and prior employers and professors,
colleagues, fellow students, alumni groups.
 Link with professionals in selected fields:
 Professional Public Service: MPA-MPP Degrees
 Economic Development Professionals
 Link with professional associations.
 Sample Profile:
http://www.linkedin.com/profile/view?id=14189626&authType=name&aut
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48. Community of Science: cos.com
 COS Expertise - a richly featured knowledge
management system for individuals and institutions,
containing more than 480,000 first-person profiles of
researchers from over 1,600 institutions worldwide.
 COS Scholar Universe - a searchable, editorially
controlled database of nearly 2 million published
scholars in a variety of disciplines.
 http://www.refworks-cos.com/cosscholaruniverse/
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49. COS—continued
 COS Public View of Expertise (PVE) - a user-
friendly interface to make selected information from
an institution's research expertise available to key
external constituencies and the general public.
 COS Workbench - an easy-to-use Web workspace
with many features to help you promote your work,
manage your saved funding searches and tracked
funding records, and maintain your resume/CV.
 Sample: http://myprofile.cos.com/cbonilla3
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50. Facebook.com
 Professional or Personal?
 Disclosure or Confidentiality?
 What Friends May Say
 When You Post
 It Was Just a Joke, Right?
 Effective or Distraction?
 What Employers Think
 To Friend or Not To Friend
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51. Mendeley.com
 Organize, share, and discover research papers!
Mendeley is a research management tool for
desktop & web. You can also explore research
trends and connect to other academics in your
discipline.
 Mendeley is used at, and endorsed by, some of the
world's leading research institutions.
 Sample Profile: http://www.mendeley.com/profiles/clark-bonilla/
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52. Georgia Tech Networks
 Georgia Tech Alumni Association:
 http://gtalumni.org/
 Women Alumni Network:
 http://gtalumni.org/pages/womenalumninetwork
 Student Alumni Association:
 http://gtsaa.com/
 Student Alumni Mentoring:
 http://gtalumni.org/pages/studentalumnimentoring
 Planned: SPP Alumni Affinity Group
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53. Next Steps
 Develop your networking strategy.
 Set your metrics of effectiveness.
 Brand your public personal image.
 Brand your public professional image.
 Identify your potential network contacts.
 Select social media to reach your contacts.
 Expand your contacts by entering new networks.
 Link various social media.
 Complement face-to-face with online contacts.
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54. Final Word: Business Etiquette
 Etiquette Applies to All Social Media:
 “Consideration means looking at the current situation
and assessing how it affects everyone who is
involved.”
 “Respect means looking at how your possible
actions will affect others in the future.”
 “Honesty means acting sincerely and being truthful,
not deceitful.”
 Emily Post’s The Etiquette Advantage in Business (2005): 7.
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55. For more information,
contact:
Clark Bonilla, Director
clark.bonilla@pubpolicy.gatech.edu
404-385-7220