social networking june 2010
Post on 05-Dec-2014
291 Views
Preview:
DESCRIPTION
TRANSCRIPT
Social media for HR professionals-getting it right
by Fluid
January 2010
Page 2
Contents3-4 Introduction to Fluid5-6 Statistics7-10 Terminology11-13 Creating a blog12-13 Engagement and performance14-15 Exercise A16-17 Making a start18-19 Real-life examples20-22 Corporate social networking23-26 Legal considerations when
vetting candidates27-28 Exercise B29-30 Benefits of Web 2.0 technologies31-32 The new fault lines33-34 Barriers to adoption of Web 2.0
technologies35-36 Reasons to recruit via social
media37-44 Specific sites45-46 Case studies47-48 Exercise C49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
Statistics
Page 6
Statistics
• 20% of organisations use social networking sites to research applicants
• 68% use search engines to check candidates• 70% of London employers block the use of
Facebook at work• 51% of recruiters think social networking poses a
challenge to traditional recruitment• 60% of employers would check a candidate’s blog• 65% of university students are Facebook users
Page 7
Terminology
Page 8
Terminology 1 of 3
• Aggregation• Avatar• Blog• Browser• Digital native• Discussion forum• Enterprise 2.0• Firewall
Page 9
Terminology 2 of 3
• Hit• Information aggregation• Instant messaging• Mashup• Media-sharing• Metadata• Net or V Generation• Open source
Page 10
Terminology 3 of 3
• Podcasting• RSS feed• Social bookmarking• Social networking• Streaming media or video streaming• Tagging• Virtual learning environment• Web feed• Wiki
Page 11
Creating a blog
Page 12
Creating a blog 1 of 2
• Think about what you want to achieve by creating a blog-what is your end goal? With whom do you need to build relationships?
• Think about who would be best placed to blog-who has expertise in their field and can talk with authority?
• Talk about issues in your industry that will be relevant to your candidates and employees
• Split up the blogging role to help monitor what is going on
• Think about relevant keywords
Page 13
Creating a blog 2 of 2
• BUILDING A SAFE BLOGGING CULTURE• What is a blog anyway?• What can blogging at work help build?• Web of danger• Safe blogging advice
Page 14
Exercise A
Page 15
Exercise A
Page 16
Making a start
Page 17
Making a start• Sign up• Introduce yourself• Dress for the occasion• Make an offer• Find people to network with• Start a conversation
Page 18
Real-life examples
Page 19
Real-life examples• Using wikis to collaborate and share knowledge-
Pfizer and NHS• Using blogs to communicate, learn & listen-BBC• Data aggregation to share knowledge and learning-
Cega• Supporting employees with new tools for
collaboration-KPMG, Allen & Overy, Duke Corporate Education
• Reaching out to employees-Westminster City Council
• Resonating with V Generation’s preferred forms of communication and learning-T-Mobile
• More effective talking to prospective employees-Royal Opera House
Page 20
Corporate social networking
Page 21
Corporate social networking 1 of 2• Pitch your social networking idea to management
as a learning network rather than a social one. Make it as much about learning as interaction, bringing employees who not normally work together into contact.
• Use a social network to support a particular business initiative
• Include a tutor function (as a guideline on best practice) in the social network
• Cherry-pick the best possible talent for a project from across the business, rather than allow a particular business faction to dominate.
Page 22
Corporate social networking 2 of 2• Create spaces such as virtual desks, similar to a
chat room, where you can drop an email to another team member of a specific project to go and pick something off their virtual electronic desk. This encourages employees to rely less on their normal email function and instead log into their virtual desk, ensuring that they focus their attention on the initiative and their project team.
• Management can also log-in to check the status of a project, helping them manage their time and involvement more effectively.
Page 23
Legal considerations when vetting candidates
Page 24
Legal considerations when vetting candidates 1 of 3
• EMPLOYMENT LAW RISKS• Processing personal data fairly under the
Data Protection Act 1998, and breaching guidelines in the DPA code
• Claims for discrimination on any unlawful grounds
• Breaching trust and confidence
Page 25
Legal considerations when vetting candidates 2 of 3
• EMPLOYERS CAN MAKE THIS PRACTICE SAFER IF:• Tell candidates website checking may be part of
the vetting process• Separate the web-vetting from recruitment
decision-making• Give applicants a chance to explain discrepancies
in CVs and applications• Ask if the job justifies such in-depth vetting, and
whether the information could be gathered in another way
Page 26
Legal considerations when vetting candidates 3 of 3
• DISCRIMINATION• ‘Cyber-vetting’ candidates could lead employers into
expensive discrimination claims unless they take simple precautions
• Employers should avoid printing out ‘netreps’ in case this provides a discrimination claimant with a paper trail of evidence
• References and interviews can verify or overturn employers’ perceptions of candidates gleaned from social networking websites
• Candidates should clean up their web profiles if they don’t want to put off prospective employers
Page 27
Exercise B
Page 28
Exercise B
Page 29
Benefits of Web 2.0 technologies
Page 30
Benefits of Web 2.0 technologies
• Recruitment• Encouraging greater collaboration• Give employers and customers greater
voice• Saving time and money on travel and
accommodation• Help knowledge-sharing and management
Page 31
The new fault lines
Page 32
The new fault lines
• Transparency• Competitive collaboration• Whose network is it anyway?• The new network capitalists
Page 33
Barriers to adoption of Web 2.0 technologies
Page 34
Barriers to adoption of Web 2.0 technologies
• Risk of public exposure, damage to customer and employer brands plus a general loss of control
• Lack of understanding and expertise• Lack of date and uncertainties about the
costs and benefits of various media• Limitations placed on Web 2.0 by IT
departments that didn’t want to damage the integrity of their systems
Page 35
Reasons to recruit via social media
Page 36
Reasons to recruit via social media
• Return on time• Free job advertising• Extend the conversation• The human touch• A new network• Spread the word• Return on investment
Page 37
Specific sites
Page 38
Specific sites (1 of 7)
Page 39
Specific sites (2 of 7)
Page 40
Specific sites (3 of 7)
Page 41
Specific sites (4 of 7)
Page 42
Specific sites (5 of 7)
Page 43
Specific sites (6 of 7)
Page 44
Specific sites (7 of 7)
Page 45
Case studies
Page 46
Case studies
Page 47
Exercise C
Page 48
Exercise C
Page 49
Conclusion & Questions
Page 50
Conclusion• Summary• Questions
top related