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Optimizing The Social Web For Hiring
- 2. Definition
- 3. Talent Shift Pre Web Web 1.0 Web 2.0
- 5. Unless You Own And Automate Distribution Career Site (And Private Talent Community)
- 6. Meet Them Where They Are
- 9. Change In Strategy $ Job Boards $ Sourcing $ Advertising 1 Hire Unselected Trashed 1 Time Use Of Prospects Transactional Recruiting Twitter Face Book Linked In Sees Job Apply Email Multiple Hires Ongoing Contact Active Passive Relationship Recruiting
- 10. Everyone Is A Viral Recruiter Employees Visitors Hiring Managers Social Sharing On All Pages
- 11. Reconfigure Social Strategy Company Owned Social Networks
- 12. Competitive Intelligence To Grow Communities Launch Campaign Competitor Org Chart ATS Active Targeted Landing Page Talent Communities Capture Active Applicants Capture Passives & Cultivate Contact Passive Capture Active
- 13. Measure Everything Paid Boards Search Engines Social Networks Social Media Email/Referrals Corporate Sites (Direct) Off Line Media Sourcing Activity
Notes de l'éditeur
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- One of the best, and most used, applications of the web 2.0 revolution has been to technologically enhance the way we all interact with each other. As we've seen, the \"social\" web has altered too how employers interact with talent pools. It has also sucked up time and energy on useless efforts to create meaning and hires. In this webcast, presenter John Phillips, Senior Recruiting Manager, shared how Microsoft has optimized their recruiters' activities on social networks like Facebook, LinkedIn, Myspace, Ning, Twitter, and other key social channels to make them more productive on these networks. He also discussed the creative ways they are measuring the effectiveness of these sources. <number><number>
- “It used to be that recruiters with great head hunting skills were the only ones who succeeded; social communities have changed all of that,” stated Phillips. He discussed the concept of a talent shift; a migration from one-directional employment messaging and candidate communication on print to online. The latest phase in this shift has, for the first time, allowed for a pre-employment conversation between individuals and employers.Employers who are interested in making the most out of this talent shift, moving from transactional recruiting to relationship recruiting, should pay particular attention to where groups of talent interact online. “A talent community should not live where you tell it to,” cautioned Phillips.<number><number>
- This figure captures the job-seeking experience and typical candidate behavior, using data from the Bureau of Labor Statistics. “What tools and techniques should we put into place, as a company, to talk to the candidate in each phase of the cycle?” asked Phillips.Most organizations, he posited, unless they are in the top echelon of recruiting, will focus their efforts on active and casually-looking candidates. “You’re asking these candidates to participate in a transaction; come here and apply,” Phillips said. This community, as a result, gets frequently tapped by recruiting with sourcing skills who force the transaction forward, rather than waiting for the candidate to initiate it. “Where this lifecycle will go next is building relationships using Web 2.0,” he added.<number><number>
- As recruiters become more successful at building relationships using Web 2.0 technologies, it will be harder, Phillips said, to manage them in an effective and productive way. “In the last year and a half of study, we’ve decided that social networks are a huge waste of recruiter productivity and time.” The networks are segmented and demand different activities; recruiters who try to manually build relationships and identify talent, even if they are really good at it, will waste a lot of time in the process, he cautioned.The reason, Phillips shared, is that too much of recruiter time on social networks is spent on manual activities like posting jobs, responding to emails, engaging talent on FaceBook, or tweeting to candidates on Twitter. “Unless this is automated, you’re wasting a huge amount of recruiter productivity,” he advised.<number>
- “Ideally these communities can be fed without having to take recruiters offline,” Phillips said. Automation should allow recruiters to focus on delighting the candidate once they are ready to make that transaction with an organization.So where are the candidates absorbing career content? Not just the career site, said Phillips. “Candidates want choices; we cannot tell them how to engage with us.” Recruiting can benefit from micro-segmentation, a concept used in marketing for a long time. <number>
- “Now that we know about the micro-segmentation of the talent pools and where they live, we asked ourselves what the technology solution was,” said Phillips. Microsoft has multiple brand channels, and the solution needed to both incorporate the differences in brands and the differences in the specific candidates needed.The solutions included specific brand pages with ‘call to action’ social network interactivity, reaffirming the belief that the organization must not dictate how candidates can communicated with the organization to connect. Search Engine Optimization (SEO) was also factored into the solution to ensure a very broad talent outreach.8
- “This now becomes the hub where everything comes together and allows candidates to interact with us in any way that they want,” shared Phillips. Job descriptions, as an example, are all actionable with social network content. Additionally, they have been optimized for web search to appear high in search results.“We’ve built communities on FaceBook, Twitter, Myspace, and others, but they have been automated,” Phillips added. Finally, “one of the most important things, then, is to measure every activity.”89
- “Now you’ve seen out platform and distribution, let’s focus again on transactional versus relationship recruiting,” said Phillips. In transactional recruiting, candidate generation activity is typically funneled into a data system to be harvested later as a hire, and most recruiter performance is measured on hires. Recruiters aren’t encouraged to develop long-term relationships, since their part in that relationship ends at the hire.Relationship recruiting, using Web 2.0 technologies, changes that strategy all together. Network cultivation leads to ongoing contact, and while transactions still occur throughout the process, the relationship doesn’t go away. “Common conversations around here now are with the top candidates not hired, and how, through automated connections, that relationship can be maintained until the next job match comes along,” shared Phillips.10
- Now that Microsoft has actionable social sharing on every page, talent acquisition moves beyond recruiters to include employees, hiring managers, customers and casual web surfers. “Every hiring manager thinks they have robust networks; now you can put that to the test and actually measure them,” suggested Phillips.Social sharing also adds a degree of transparency to an otherwise veiled process. “This takes our recruiting to the next level and allows us to broadcast in everyway possible,” Phillips added.1011
- “The big elephant in the room is this: recruiters are stealing your I.P. (intellectual property),” cautioned Phillips. “They are building networks that they will keep with them forever and employers aren’t able to do anything about it.” The most common configuration allows recruiters to build personal networks. Microsoft has reconfigured that strategy to corporate networks that recruiters link into but are owned by the organization. “You sill want recruiters engaged, it’s their life line,” he added, but instead of recruiter pages, the company has built corporate-owned networks. “This enables recruiters to plug in, but they can’t take it with them if they leave.”11<number>
- “This adds to your competitive intelligence gathering process as well, whether that is filling out organizational charts or name generations, yet removes the manual input previously necessary,” said Phillips. The Microsoft talent stream separates top talent from average. The community isn’t necessarily always about recruiting, but is designed to keep both active and passive candidates engaged. “Now it’s a community that lives on its own, yet we control it from a recruiting perspective,” he added.<number>13
- “We have to measure everything,” Phillips advised. For instance, click-through rates and landing pages are measured for source efficiency; this measurement allows leaders to allocate resources appropriately based on usage. “We talked about traditional metrics like page views, applicants, indexing and cost-per-posting. Web 2.0 metrics examine more useful items like cost-per-applicant, leads captured, and prospects and applicants,” he added. This integrated recruiting engine increases talent pipelining and will improve ROI. “If you are thoughtful about deployment, you’ll allow recruiters to get back to relationships and not just transactions.”13