Source:
http://www.ere.net/2011/12/05/10-predictions-for-2012-the-top-trends-in-talent-management-and-recruiting/
2011 Was The Year of Social Media
2011 was a tough year for many in talent management, but despite compressed budgets, organizations continued to hire and develop talent. One factor that seemed to invade nearly every high-level functional discussion was social media. It’s clear that Facebook, LinkedIn, and Twitter will play a dominate role in recruiting and development best practices in years to come.
Not surprisingly, 2011 saw no fewer than 40 new vendors emerge to help organizations use social media to attract referrals. We also started to see early stage tools to use social media in talent assessment (pre/post hire) as well as applicant/candidate/employee experience management. New tools brought much enhanced visibility into talent issues, but most talent-management metrics continue not to resonate with key leaders outside of the HR function.
2012 Will Be “The Year of the Mobile Platform”
By the end of next year, even the skeptics will have to admit that the mobile platform will have become the dominant communications and interaction platform by early-adopting best-practice organizations. The capabilities afforded users of smartphones and tablet devices grows immensely day by day. Long before unified inboxes existed for the desktop, smart device users could see all incoming e-mail, social messaging, text messaging, and voice and video messaging in a single place.
Tablets will become the virtual classroom, and an emerging class of tools will let employees manage almost every aspect of their professional life digitally. During the next year, talent management leaders need to invest heavily supporting execution of talent management initiatives across mobile.
The Additional Top Nine!
Intense hiring competition will return in selected areas — global economic issues will persist for years to come, but the global war for talent will continue spiking in key regions an industries. While growth has slowed somewhat in China, Australia and Southeast Asia — including India — continue to see dramatic demand for skilled talent. In the U.S. and Europe, demand is still largely limited to certain industries where skills shortages have been an issue for years.
In high tech inclusive of medical technologies, 2012 will see a significant escalation in the war for top talent. As innovators and game changers step out of established tech firms like Facebook, Apple, Google, Twitter, and Zynga, a whole new breed to tech startups will be born each vying for the best of the best. While recruiting will move forward at a breathtaking pace, so too will “rapid” leadership development.
Retention issues will increase dramatically — almost every survey shows that despite high engagement scores, more than a majority of employees are willing to quit their current job as soon as a better opportunity comes along. I am predicting that turnover rates in high-demand occupations will increase by 25% during the next year and because most corporate retention programs have been so severely degraded, retention could turn out to be the highest-economic-impact area in all of talent management.
Rather than the traditional “one-size-fits-all” retention strategy, a targeted personalized approach will be required if you expect to have a reasonable chance to retain your top talent.
Social media increases its impact by becoming more data-driven — most firms jumped on the social media bandwagon, but unfortunately the trial-and-error approach used by most has produced only mediocre results. Adapting social media tools from the business coupled with strong analytics will allow a more focused approach that harnesses and directs the effort of all employees on social media. Talent leaders will increasingly see the value of a combination of internal and external social media approaches for managing and developing talent.
My thoughts -
Measurement is key !
Put a correct procedure in place - i.e. A Plan with key actions!
It is not a silver bullet - so it will work at times and not at others !!!
Remote work changes everything in talent management — the continued growth of technology, social media, and easy communications now makes it possible for most knowledge work and team activities to occur remotely. Allowing top talent to work “wherever they want to work” improves retention and makes recruiting dramatically easier.
Unfortunately, even though it is now possible for as much as 50% of a firm’s jobs to be done remotely, manager and HR resistance has limited the trend. Fortunately, managers and talent management leaders have begun to realize that teamwork, learning, development, recruiting, and best-practice sharing can now successfully be accomplished using remote methods. Firms like IBM and Cisco have led the way in reducing and eliminating barriers to remote work.
The need for speed shifts the balance between development and recruiting — historically, best practice within corporations has been to build and develop primarily from within. However, as the speed of change in business continues to increase and the number of firms that copy the “Apple model” (where firm is continually crossing industry boundaries) increases, talent managers will need to rethink the “develop internally first” approach.
In many cases, recruiting becomes a more viable option because there simply isn’t time for current employees to develop completely new skills. As a result, the trend will be to continually shift the balance toward recruiting for immediate needs and the use of contingent labor for short-duration opportunities and problems.
Employee referrals are coupled with social media — the employee referral program in many organizations is operated in isolation as are the organizations’ social media efforts, but talent managers are beginning to realize that the real strength of social media is relationship-building by your employees.
My Thoughts:
A tremendous tool in the future - make certain that you link your employees with both the information and the reward !
With proper coordination, employee relationships can easily be turned into employee referrals. This realization will lead to a shift away from recruiters and toward relying on employees to build social media contacts and relationships. The net result will be that as many as 60% of all hires will come from the combined efforts. The strength of these relationships will lead to better assessment and the highest-quality hires from employee referrals.
Employer branding returns — Employer branding and building talent communities are the only long-term strategies in recruiting. True branding is rarely practiced (hint: it’s not recruitment marketing) especially in the cash-strapped function of today, but years of layoffs, cuts in compensation, and generally bad press for business in general may force firms to invest in true branding. The increased use of social media and frequent visits to employee criticism sites (like Glassdoor.com), make not managing employer brand perception a risky proposition. While corporations will never control their employer brand, they can monitor and influence in a direction that isn’t catastrophic to recruiting and retention.
My Thoughts:
About time !!!
The candidate experience is finally getting the attention it deserves — Organizations have never treated candidates as well as they did their customers, but the high jobless rate has allowed corporations to essentially abuse some applicants. As competition for talent increases and as more applicants visit employer criticism sites like Glassdoor.com, talent leaders will be forced to modify their approach.
At the very least, firms will more closely monitor candidate experience metrics as they realize that treating applicants poorly can not only drive away other high-quality applicants but it can also lose them sales and customers.
Will be interesting to see how this develops !
Forward-looking metrics begin to dominate — Almost all current talent management and recruiting metrics are backward looking, in that they tell you what happened in the past. Other business functions like supply chain, production, and finance have long championed the use of “forward-looking” or predictive metrics and the time is finally coming when talent management leaders will shift their metrics emphasis. Forward-looking metrics can not only improve decision-making but they can also help to prevent or mitigate future talent problems.
Other Things to Keep Your Eye On…
Search this Blog and related websites
Friday, 9 December 2011
Thursday, 20 October 2011
LinkedIn launch talent pipeline
The boundary between social and professional networks has blurred in the last couple of years. On one hand, LinkedIn has introduced several social features and continues to gain momentum as the world’s largest social community of professionals. On the other hand, Facebook is fast emerging as a modern age hiring tool. Though Facebook remains the undisputed king of all social networks, it has launched several features worthy of a high end professional network. Similarly, though LinkedIn operated as a pure professional network earlier, it has been ringing in the changes to improve its social quotient.
LinkedIn further plans to up its social quotient by launching a new service ‘Talent Pipeline’ next year. The new service will provide a solution for recruiters which will give them the ability to more easily manage all of their talent leads in one place, helping them recruit the best talent more quickly.
Though it’s still early days and it would be interesting to see how things eventually pan out, there’s no doubt the Talent Pipeline may be the trigger to help recruiting firms move from a requisition-oriented model to a more logical talent-oriented approach.
What is Talent Pipeline?
In simple terms, Talent Pipeline is a service that streamlines all the job recruiting elements into a single database of information, which can be searched, organized and monitored. It makes recruiters lives easier as they can import leads and resumes from multiple sources and organizer it as per their preferences. The Talent Pipeline leverages LinkedIn’s massive professional network database thereby aiding in the process of monitoring potential hires.
In-House and External Hiring
Most recruitment solutions till-date either cater to in-house staffing or external hiring. Talent Pipeline claims to do both – it helps recruiters find suitable external candidates and it also lets current employees discover new promotion opportunities within their existing organizations.
Who should use Talent Pipeline?
The obvious question – will it work for my business or company? Is it better suited to larger or smaller companies? Given the limited amount of information available till now, Talent Pipeline looks to be a useful service for any company that wants to optimize its hiring process. To a large extent, it would depend on how LinkedIn pitches it to companies as a part of its hiring solutions portfolio.
Pipeline will be introduced next year as part of the current service, called the Recruiter platform and will also be available separately. Pricing for the service isn’t known at this time.
Pipeline is yet another indication that LinkedIn will continue to ring in changes to be increasingly social. Do you think it’s the right approach for a hiring solution to adopt a social approach? Or would the addition of more social features eventually turn LinkedIn into a social network rather than a professional network. Your opinion is welcome.
Source: http://www.stumbleupon.com/su/9K7Ffb/smedio.com/2011/10/20/linkedin-to-launch-talent-pipeline-in-2012/
LinkedIn further plans to up its social quotient by launching a new service ‘Talent Pipeline’ next year. The new service will provide a solution for recruiters which will give them the ability to more easily manage all of their talent leads in one place, helping them recruit the best talent more quickly.
Though it’s still early days and it would be interesting to see how things eventually pan out, there’s no doubt the Talent Pipeline may be the trigger to help recruiting firms move from a requisition-oriented model to a more logical talent-oriented approach.
What is Talent Pipeline?
In simple terms, Talent Pipeline is a service that streamlines all the job recruiting elements into a single database of information, which can be searched, organized and monitored. It makes recruiters lives easier as they can import leads and resumes from multiple sources and organizer it as per their preferences. The Talent Pipeline leverages LinkedIn’s massive professional network database thereby aiding in the process of monitoring potential hires.
In-House and External Hiring
Most recruitment solutions till-date either cater to in-house staffing or external hiring. Talent Pipeline claims to do both – it helps recruiters find suitable external candidates and it also lets current employees discover new promotion opportunities within their existing organizations.
Who should use Talent Pipeline?
The obvious question – will it work for my business or company? Is it better suited to larger or smaller companies? Given the limited amount of information available till now, Talent Pipeline looks to be a useful service for any company that wants to optimize its hiring process. To a large extent, it would depend on how LinkedIn pitches it to companies as a part of its hiring solutions portfolio.
Pipeline will be introduced next year as part of the current service, called the Recruiter platform and will also be available separately. Pricing for the service isn’t known at this time.
Pipeline is yet another indication that LinkedIn will continue to ring in changes to be increasingly social. Do you think it’s the right approach for a hiring solution to adopt a social approach? Or would the addition of more social features eventually turn LinkedIn into a social network rather than a professional network. Your opinion is welcome.
Source: http://www.stumbleupon.com/su/9K7Ffb/smedio.com/2011/10/20/linkedin-to-launch-talent-pipeline-in-2012/
Saturday, 24 September 2011
Measuring ROI in Social media is imperative
How do you measure ROI for social?
The most important thing about measuring social media is to keep in mind that social marketing is continuous rather than episodic. Yes, there will be campaigns aimed at achieving some short term results but the focus should really be the on-going relationship with consumers. Just like all other relationships that cannot be measured at a given time, social media efforts need to be evaluated over time.
Another important consideration while discussing social ROI is to note that measurement metrics are being adapted from the last generation of digital advertising. To be able to measure the true value of a social campaign we need to first arrive at new metrics that understand the breadth and depth of social media marketing.
With this in mind, it’s important to work with a re-seller that can define these metrics with you beforehand and provide the technology to track and report them to fully understand your ROI.
Read more: http://wallblog.co.uk/2011/09/16/five-things-you-need-to-know-about-running-a-social-media-campaign/#ixzz1YNrnTBsK
The most important thing about measuring social media is to keep in mind that social marketing is continuous rather than episodic. Yes, there will be campaigns aimed at achieving some short term results but the focus should really be the on-going relationship with consumers. Just like all other relationships that cannot be measured at a given time, social media efforts need to be evaluated over time.
Another important consideration while discussing social ROI is to note that measurement metrics are being adapted from the last generation of digital advertising. To be able to measure the true value of a social campaign we need to first arrive at new metrics that understand the breadth and depth of social media marketing.
With this in mind, it’s important to work with a re-seller that can define these metrics with you beforehand and provide the technology to track and report them to fully understand your ROI.
Read more: http://wallblog.co.uk/2011/09/16/five-things-you-need-to-know-about-running-a-social-media-campaign/#ixzz1YNrnTBsK
Friday, 23 September 2011
How can my organisation use social media to recruit ?
This is a great article on Using Social media to recruit and highlights the 5 key reasons why people dont use Social media enough to recruit.
It Highlights 5 key points -
Not enough time
Not enough resources to look after this
Lack of skills and knowledge on how to use social media effectively
Can’t get buy in from the organisation to use social media
No support from marketing or even negative interference
Not enough time - completely agree with that, clients have to weigh up time v potential cost savings. From the social media point of view they need to make it easier to get the information together to use social media.
Not enough resource - is same as point 1 really - but true dedication is required to achieve the Boots 30% of all recruitment figure done through LinkedIn
Lack of skills and knowledge - I would replace with Fear ! i have worked with numerous clients on LinkedIn and it is about them "getting it" and taking away the fear to make mistakes is crucial
Buy in from the internal managers - Couldn't agree more - Far too many internal managers are used to getting a CV in a box for 10k - I wonder if they had to pay the bill would they be so against Social media?
Negativity from marketing - When is there ever not !!! add in IT guys who wont let teams access Social media - there are more problems than positives !
Anyway really good read - make your own mind up !
Tony
-------------------------
How can my organisation use social media to recruit?
Last week I was involved in the Candidate Manager corporate recruitment summit which focused on the challenges faced in by corporate recruiters. Two sections of the event were focused on Social Media recruitment, in the second one I had the chance to engage with attendees and some common themes came up which revolved around them being unsure as to how they can begin to get their organisations to use Social Media for recruitment SUCESSFULLY.
Recruitment Summit
Some had dipped their toes in it already while some had not. The comments seemed to be in line with much of what I have heard recently from HR recruiters when asking similar questions. The reasons why many are not using seem to fall into five main categories:
Not enough time
Not enough resources to look after this
Lack of skills and knowledge on how to use social media effectively
Can’t get buy in from the organisation to use social media
No support from marketing or even negative interference
Firstly I must add before engaging in Social media recruitment, be clear on what you are trying to achieve. If your main problem is volume of applications don’t spend your time trying to use social media to attract more applicants!
Ensure that you are using social media as a tool to fix a problem not to replace a method of recruitment that already works perfectly well.
Not enough time- in this situation, ask yourself, is this because you are struggling in one area of recruitment which is consuming a lot of time? If so, it may be a bit of a chicken and egg scenario. Social Media may be able to help you overcome this problem and free up more time in the medium to long run. At some point you will need to address your problem strategically in any case, so while it may cause some pain in the short term it will be much more beneficial in the long run.
Not enough resources to look after this – if social media can help you recruit better and at lower cost, then you will actually free up more resources to focus on more strategic tasks OR if you are inclined, to take more tea breaks & holidays J
Lack of skills and knowledge on how to use social media effectively – this is very common as most recruiters are not social media marketing experts. A sensible approach is to first get an overview of what can be done and then focus on taking one element of social media recruiting and learning this. There are many internet recruiter courses out there that can turn recruiter into fairly good social media recruiters in a relatively short space of time
Can’t get buy in from the organisation to use social media – sometimes it is better to ask for forgiveness than permission! I know of several recruiters who have gone ahead and began recruiting through social media but did so in a way which had little chance of damaging their company’s brand. Once they had achieved success and shown cost savings the results were presented to their superiors who are naturally happy at the results and did not mind methods used!
No support from marketing or even negative interference – I have also seen many cases where marketing departments have some charging in as the white knights offering to solve all the companies recruitment marketing challenges, subsequently making a token effort which delivers very little. Marketing departments are often very wary of letting HR use social media as they see potential for harming their own efforts rather than embracing this as a means of enhancing their own efforts.
In introducing social media recruiting into an organisation, there are going to be challenges and in many cased recruiters must be determined and brave but if it is done in the correct way it can be very successful!!
Source:http://www.stephenharrington-online.com/2011/09/23/how-can-my-organisation-use-social-media-to-recruit/
It Highlights 5 key points -
Not enough time
Not enough resources to look after this
Lack of skills and knowledge on how to use social media effectively
Can’t get buy in from the organisation to use social media
No support from marketing or even negative interference
Not enough time - completely agree with that, clients have to weigh up time v potential cost savings. From the social media point of view they need to make it easier to get the information together to use social media.
Not enough resource - is same as point 1 really - but true dedication is required to achieve the Boots 30% of all recruitment figure done through LinkedIn
Lack of skills and knowledge - I would replace with Fear ! i have worked with numerous clients on LinkedIn and it is about them "getting it" and taking away the fear to make mistakes is crucial
Buy in from the internal managers - Couldn't agree more - Far too many internal managers are used to getting a CV in a box for 10k - I wonder if they had to pay the bill would they be so against Social media?
Negativity from marketing - When is there ever not !!! add in IT guys who wont let teams access Social media - there are more problems than positives !
Anyway really good read - make your own mind up !
Tony
-------------------------
How can my organisation use social media to recruit?
Last week I was involved in the Candidate Manager corporate recruitment summit which focused on the challenges faced in by corporate recruiters. Two sections of the event were focused on Social Media recruitment, in the second one I had the chance to engage with attendees and some common themes came up which revolved around them being unsure as to how they can begin to get their organisations to use Social Media for recruitment SUCESSFULLY.
Recruitment Summit
Some had dipped their toes in it already while some had not. The comments seemed to be in line with much of what I have heard recently from HR recruiters when asking similar questions. The reasons why many are not using seem to fall into five main categories:
Not enough time
Not enough resources to look after this
Lack of skills and knowledge on how to use social media effectively
Can’t get buy in from the organisation to use social media
No support from marketing or even negative interference
Firstly I must add before engaging in Social media recruitment, be clear on what you are trying to achieve. If your main problem is volume of applications don’t spend your time trying to use social media to attract more applicants!
Ensure that you are using social media as a tool to fix a problem not to replace a method of recruitment that already works perfectly well.
Not enough time- in this situation, ask yourself, is this because you are struggling in one area of recruitment which is consuming a lot of time? If so, it may be a bit of a chicken and egg scenario. Social Media may be able to help you overcome this problem and free up more time in the medium to long run. At some point you will need to address your problem strategically in any case, so while it may cause some pain in the short term it will be much more beneficial in the long run.
Not enough resources to look after this – if social media can help you recruit better and at lower cost, then you will actually free up more resources to focus on more strategic tasks OR if you are inclined, to take more tea breaks & holidays J
Lack of skills and knowledge on how to use social media effectively – this is very common as most recruiters are not social media marketing experts. A sensible approach is to first get an overview of what can be done and then focus on taking one element of social media recruiting and learning this. There are many internet recruiter courses out there that can turn recruiter into fairly good social media recruiters in a relatively short space of time
Can’t get buy in from the organisation to use social media – sometimes it is better to ask for forgiveness than permission! I know of several recruiters who have gone ahead and began recruiting through social media but did so in a way which had little chance of damaging their company’s brand. Once they had achieved success and shown cost savings the results were presented to their superiors who are naturally happy at the results and did not mind methods used!
No support from marketing or even negative interference – I have also seen many cases where marketing departments have some charging in as the white knights offering to solve all the companies recruitment marketing challenges, subsequently making a token effort which delivers very little. Marketing departments are often very wary of letting HR use social media as they see potential for harming their own efforts rather than embracing this as a means of enhancing their own efforts.
In introducing social media recruiting into an organisation, there are going to be challenges and in many cased recruiters must be determined and brave but if it is done in the correct way it can be very successful!!
Source:http://www.stephenharrington-online.com/2011/09/23/how-can-my-organisation-use-social-media-to-recruit/
Social media is all about Engagement
Social is all about engagement
Social media gives advertisers the opportunity to create consistent and on-going dialogues with their consumers. The metrics are different to ‘traditional online’ – by which we mean banners – and revolve around the number of engagements advertisers drive with consumers and the life time customer value generated through the creation of these brand advocates within the social media environment.
Opportunities range from recruiting engaged users to interact with your own brand to running bespoke video and rich media banners to extremely targeted sections of these users to get very cost-effective and engaged consumption of your advertising assets.
Read more: http://wallblog.co.uk/2011/09/16/five-things-you-need-to-know-about-running-a-social-media-campaign/#ixzz1YNrnTBsK
Social media gives advertisers the opportunity to create consistent and on-going dialogues with their consumers. The metrics are different to ‘traditional online’ – by which we mean banners – and revolve around the number of engagements advertisers drive with consumers and the life time customer value generated through the creation of these brand advocates within the social media environment.
Opportunities range from recruiting engaged users to interact with your own brand to running bespoke video and rich media banners to extremely targeted sections of these users to get very cost-effective and engaged consumption of your advertising assets.
Read more: http://wallblog.co.uk/2011/09/16/five-things-you-need-to-know-about-running-a-social-media-campaign/#ixzz1YNrnTBsK
Sunday, 18 September 2011
Are you sick of getting lots of Group messages on Linkedin into your email?
The increase in Spam from LinkedIn is getting annoying, emails for everything ! Here is a quick and easy tip for cutting down emails from groups !
Step 1) Go to your own SETTINGS - top right hand corner under your name arrow
Step 2) Open up settings and then go down to the left hand side and scroll down until you get to EMAIL Preferences and then click on SET THE FREQUENCY of EMAILS you want to receive
Step 3) This should open up a full menu box where with one click you can alter all your settings and restrict what you get in your inbox from groups !
T
Step 1) Go to your own SETTINGS - top right hand corner under your name arrow
Step 2) Open up settings and then go down to the left hand side and scroll down until you get to EMAIL Preferences and then click on SET THE FREQUENCY of EMAILS you want to receive
Step 3) This should open up a full menu box where with one click you can alter all your settings and restrict what you get in your inbox from groups !
T
Wednesday, 14 September 2011
Top 20 HR Most Influential HR Practitioners announced
Here is the list of Most influential people in HR congratulations on Sandy Begbie from Standard Life for making the list just outside the top ten.
Now quick question - of the top 20 how many are on LinkedIn? or are easily found !
HR Most Influential 2011 Profiles
http://www.hrmostinfluential.co.uk/hr-most-influential-2011-profiles
(1)David Fairhurst, chief people officer Europe, McDonald's YES 434 Contacts
(2)Clare Chapman, director general - workforce, NHS NO
(3)Caroline Waters, director of people and policy, BT YES 500+ connections
(4)Vance Kearney, vice president for HR, Oracle EMEA YES 500+
(5)John Ainley, group HR director, Aviva YES 149
(6)Tanith Dodge, HR director, Marks & Spencer YES 26
(7)Gillian Hibberd, strategic director (resources & business transformation), Buckinghamshire County Council YES 500+
(8)Therese Procter, HR director, Tesco Retailing Services YES 270
(9)Chris Last, director general HR, DWP and head of HR operations for government NO
(10)Graham White, HR director, Brighton & Sussex University Hospitals NHS Trust YES 255
(11)Ann Almeida, group head of human resources, HSBC NO
(12)Sandy Begbie, group people and communications director, Standard Life YES 169
(13)Jean Tomlin, HR director, LOCOG NO
(14)Helen Giles, director of human resources and consultancy, Broadway Homelessness & Support YES 53
(15)Angie Risley, group human resources director, Lloyds Banking Group NO
(16)Rachel Campbell, global head of people, performance and culture, KPMG YES 11
(17)Catherine Glickman, personnel director to chief executive, Tesco YES 46
(18)Geoff Lloyd, group human resources director, Serco YES 500+
(19)Anne Gibson, head of HR and organisational development, Norfolk County Council YES 145
(20)Sue Swanborough, HR director UK and Ireland, General Mills YES 310
Interesting that so many are on LinkedIn - what does that say about the future? that the currency for seeking a professional in HR will go through LinkedIN, and that if your not on it you will be in the minority!.
15 are on 5 are not - About 50% seem to be active on LinkedIn - it is a matter of time before recruitment is mainly done through LinkedIn.
http://www.momentumspk.co.uk/linkedin-training.php
Now quick question - of the top 20 how many are on LinkedIn? or are easily found !
HR Most Influential 2011 Profiles
http://www.hrmostinfluential.co.uk/hr-most-influential-2011-profiles
(1)David Fairhurst, chief people officer Europe, McDonald's YES 434 Contacts
(2)Clare Chapman, director general - workforce, NHS NO
(3)Caroline Waters, director of people and policy, BT YES 500+ connections
(4)Vance Kearney, vice president for HR, Oracle EMEA YES 500+
(5)John Ainley, group HR director, Aviva YES 149
(6)Tanith Dodge, HR director, Marks & Spencer YES 26
(7)Gillian Hibberd, strategic director (resources & business transformation), Buckinghamshire County Council YES 500+
(8)Therese Procter, HR director, Tesco Retailing Services YES 270
(9)Chris Last, director general HR, DWP and head of HR operations for government NO
(10)Graham White, HR director, Brighton & Sussex University Hospitals NHS Trust YES 255
(11)Ann Almeida, group head of human resources, HSBC NO
(12)Sandy Begbie, group people and communications director, Standard Life YES 169
(13)Jean Tomlin, HR director, LOCOG NO
(14)Helen Giles, director of human resources and consultancy, Broadway Homelessness & Support YES 53
(15)Angie Risley, group human resources director, Lloyds Banking Group NO
(16)Rachel Campbell, global head of people, performance and culture, KPMG YES 11
(17)Catherine Glickman, personnel director to chief executive, Tesco YES 46
(18)Geoff Lloyd, group human resources director, Serco YES 500+
(19)Anne Gibson, head of HR and organisational development, Norfolk County Council YES 145
(20)Sue Swanborough, HR director UK and Ireland, General Mills YES 310
Interesting that so many are on LinkedIn - what does that say about the future? that the currency for seeking a professional in HR will go through LinkedIN, and that if your not on it you will be in the minority!.
15 are on 5 are not - About 50% seem to be active on LinkedIn - it is a matter of time before recruitment is mainly done through LinkedIn.
http://www.momentumspk.co.uk/linkedin-training.php
This is a topic that is cropping up more and more and could be very interesting in relation to what is Social and what is Business ? I can well see business developing more and more apps that divert away from Social media - information exchanges, delivery models and interaction forums - until then LinkedIn and facebook will be the norm!
It takes extraordinary chutzpah to promote a vision before it can be fully realized by your audience, let alone your company. IBM did just that in 1997 when it introduced the notion of e-business. Fourteen years later, it is doing it again with a concept they call social business. Given its prescience about e-business, a concept that radically transformed how companies buy and sell their products, it is hard to dismiss their latest idée fixe.
That said, getting your arms around this grandiose idea is not easy. Ethan McCarty, Senior Manager of Digital and Social Strategy at IBM, spent the better part of an hour with me explaining the ins and outs while providing specific examples of how IBM is testing various social business approaches both internally and externally. In the end, I came away with these seven reasons why just about every company should be thinking about becoming a social business.
1. Social media will be dwarfed by social business
While social media has helped many companies become more customer-centric, it is treated primarily as a modestly effective marketing tool. McCarty explained, “Social media is about media and people, which is one dimension of the overall world of business. With social business you start to look at the way people are interacting in digital experiences and apply the insights derived to a wide variety of different business processes.”
2. People do business with people, not companies
One of the notions behind becoming a social business is that your employees should be front and center in your digital activities. "Since IBM no longer sells consumer products, the brand experience for IBM is an experience with an IBMer,” an experience that is increasingly happening online, McCarty said. To support this idea, IBM recently started adding IBM “experts” to various web pages--an action that in A/B testing dramatically improved page performance and revealed increased confidence and trust in IBM in focus groups.
3. Your employees need to be digital citizens, too
Becoming a social business means recognizing the need for your employees to become “digital citizens” and providing the training for them to manage their digital reputations. Accordingly, IBM not only trains its experts extensively, it is now building out “personal dashboards” to help them see the impact of their various interactions. “Good conversation creates good outcomes and that brings value to the organization and to the individual,” McCarty said.
4. You don’t need to eat the whole social business elephant in one bite
When asked, “How do you eat an elephant?” the sage pygmy replied, “One bite at a time.” And so it is with social business initiatives. IBM itself tried a number of different approaches internally: First by using a wiki to draft its social computing guidelines, and more recently by offering a “Social Computing Demystified” course to help more IBMers become digital citizens. These smaller building blocks helped pave the way for bigger initiatives like the expertise locator that now taps into nearly 3,000 IBMers from around the world.
5. A social business can be a good business, too
The same tools and processes that go into creating a social business can also be put to use for social good. To test this notion and in honor of its 100th anniversary, IBM asked every employee “to take a full day and dedicate it to skills-based service.” Calling it the Centennial Celebration of Service, thousands of IBMers shared their expertise and then their experiences on IBM100.com. “Now you have in this social business program the permissioning and guidance matched with content so IBMers can get started and experiment [with social business],” said McCarty.
6. Enough already with the useless email chains
Most companies rely on email as the primary means to share information among employees, despite the havoc it often creates. “Email is a very limited tool and does a lot of things to silo work efforts,” McCarty noted. Calling it “completely antisocial,” McCarty believes that a social business needs to employ more collaborative digital work tools (well beyond email) that are asynchronous, enabling a geographically disperse team to do great work together.
7. It’s okay to fail as long as you do it quickly
Since not every social business initiative will take hold, it is important to try lots of approaches and move on when one doesn’t work. IBM describes this as “agile development.” “You can’t spend 10 months planning it and then launching it--the idea is to learn quickly and if we need to, fail quickly," McCarty said. As case in point, McCarty claims the first iteration of their expertise locator went from concept to a test on IBM.com in four weeks with new iterations following in monthly succession sprints as short as two weeks. McCarty firmly believes this
particular social business program, although still in its infancy, has infinite possibilities.
Source: http://www.fastcompany.com/1779375/move-over-social-media-here-comes-social-business
Thursday, 1 September 2011
LINKEDIN Dead duck or the future ?
This is a must read article, some great points in it and gets across lots of the truth about LinkedIn and the reality check that recruiters need espeacially thos in house - MUST READ !
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Source:
http://www.ere.net/2011/09/01/why-real-recruiters-rank-linkedin-1/
LINKED IN - Why real recruiters rank LinkedIn Top
Let’s get real here. Anyone who thinks LinkedIn is in the doghouse when it comes to recruiting the best talent isn’t a real recruiter, or they don’t know the difference between active and passive candidates, or they think sourcing is recruiting. So I’m going to use this article (and this webcast) to set the record straight.
First, let me first define a real recruiter:
They have excellent relations with the hiring manager and the hiring team. As part of this, 100% of their candidates they present are interviewed by the hiring manager, and none are bad.
They understand what it takes to maximize quality of hire, and achieve it on every assignment.
They thoroughly understand real job requirements and why the job is important to the company. As part of this they can convince their hiring managers that using traditional job descriptions minimizes the opportunity to hire top performers.
They are subject matter experts when it comes to knowing the company, the industry, the compensation ranges for the positions they handle, and the competition.
They prepare sourcing plans and programs based on how the best talent looks for work, especially passive candidates.
They are comfortable picking up the phone and talking to real people and getting outstanding referrals.
The best candidates consider these recruiters great career advisors and proactively refer other top people to them.
They can accurately assess competency and job fit on multiple measures including how the hiring manager and the person will work together.
They maximize their first contact to final close yield (candidate opt-out rate) by recruiting at every step in the process.
They can close the deal by emphasizing the career growth opportunity, not the compensation.
Being a real recruiter is less important if cost per hire is more important than quality of hire, and your management team is comfortable with hiring average people. However, if you want to implement a raising-the-talent-bar strategy, or facing a situation where the supply of talent is less than the demand, you need a real recruiter to pull it off, and in most cases they’ll need to target passive candidates. (Here’s a “real recruiter” competency model we created, if you’d like to rank yourself or your teammates. You need to score at least 35 out of 50 points to be considered a “real recruiter.”)
From a “let’s get real recruiting” standpoint, LinkedIn has a major edge over its current rivals. This is important since 82% of the professional fully employed categorize themselves as passive candidates. With real recruiting in mind, here are my top reasons why LinkedIn has a significant edge over Facebook, Google+, and those newbies who think they offer a better solution.
It’s about strategy, not tactics. Hiring top talent is not the same as filling positions with good people. Unknowingly, most companies employ a “candidate surplus” hiring model to fill their open positions, even the most critical ones. These means their hiring processes are designed around the idea of getting lots of people to apply, with the hope that a good person emerges. A talent scarcity model is totally different. In this case the hiring process is much more focused, designed around the concept that great talent is much more discriminating and a career opportunity discussion/decision dominates every step, from first contact to the final close. When viewed from a quality-of-hire perspective, LinkedIn’s advantages and options in the hands of a recruiter who actually recruits, rather than just screens, are far superior.
LinkedIn is a network, not a list of names. As mentioned in an earlier article, LinkedIn is not just a list of names to find and send emails. Instead it’s a 360° dynamic network of smart connections. Compare the flat list of Facebook to a clumsy hub-and-spoke distribution system (a one-to-many network) vs. instantly connecting everyone with everyone else by one degree of separation. This is almost equivalent to a point-to-point (everyone directly connected to everyone else). It’s this multi-level interconnectivity that allows a recruiter to Cherry Pick, PERP, and hopscotch (some advanced recruiter networking terms, see point 4) around his/her first degree connections and find a slate of pre-qualified candidates with a few phone calls and emails.
The short summary: a network is for networking, and real recruiters know how to network. On this basis LinkedIn is far ahead of its rivals.
Sourcing is not recruiting. If you have an excess of top talent to choose from who apply to your ads, you don’t need real recruiters. Microsoft was in this enviable position in the ’90s and Google claimed this space in the ’00s. But selecting from a pool of top applicants is not recruiting; it’s screening and assessment.
Equally important, getting a list of names is sourcing, not recruiting, no matter how clever you are at Boolean searching. For example, there was a recent blog about how cool it was to be able to find primary school teachers in Ireland using state-of-the art Boolean terms. As a comparison test, I found pre-qualified candidates for the same job by calling up three headmasters at private schools in Ireland whom I found using LinkedIn’s seemingly prosaic advanced search tool. Even better, these candidates were all pre-qualified (I asked who the best primary school teachers they would want to hire again were) and they all called me back right away because I mentioned the headmaster’s name.
Navigation and the UI is critical. If you’re going to use a network for networking, LinkedIn has no peers. It was architected with this in mind. Real recruiters are as interested in finding hot prospects as they are in finding a person directly connected to a hot prospect. Getting referrals who have already been vetted and will call you back is the key to maximizing quality (see point 3 for an example), time to fill, and recruiter productivity (number of searches handled). You can accelerate this benefit by asking your employees to connect with the best people they’ve worked with at all of their prior companies. This is a PERP (proactive employee referral program). Then, when you have a search, search on their first-degree connections (LinkedIn easily allows you to do this). This is a high-yield effort. You can also Cherry Pick these connections by asking your employees (or any of your first-degree connections for that matter) about specific people in their first-degree connections. While you’re at it, using LinkedIn you can easily hopscotch around any profile you find by clicking the “Search for Similar People” button, the “Viewers of this profile also viewed…” feature, and even a person’s Recommendations. A multi-point network like LinkedIn allows you to do this stuff instantly. No other social media provides this type of interconnectivity.
Sourcing passive prospects and sourcing active candidates are not the same, nor should the choice of tools be. At the root of much of the LinkedIn vs. Google+ vs. Facebook vs. whatever debate is the fact that finding and recruiting people who are not looking requires a fundamentally different process than the one used for screening and selecting candidates who apply for your jobs. LinkedIn is great for real recruiters who are willing to pick up the phone and network. If you have plenty of great people to choose from or you’re willing to settle on the quality-of-hire metric, LinkedIn is probably not the best choice for you. On the other hand, if you’re a real recruiter you know it was designed with you in mind.
Long before I became a recruiter (I was an engineer working on inertial guidance systems), my first boss asked me to explain how these two concepts relate and why they were important to understand and apply: “Energy = Mass times the Speed of light squared and you can’t push on a rope.” I guess I was slow, since it took me a few years to figure it out. For a good engineer, knowing both is essential. The same principle can be applied to recruiting. If you think sourcing is recruiting, or that LinkedIn is not the primary platform for recruiting, you’re stuck on only half the solution to any complex problem.
(Hint: it relates to the adage – to a person with only a hammer, every problem looks like a nail.)
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