social networking june 2010

Social media for HR professionals-getting it right

by Fluid

January 2010

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

Introduction

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

Statistics

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

Terminology

Terminology 1 of 3

• Aggregation• Avatar• Blog• Browser• Digital native• Discussion forum• Enterprise 2.0• Firewall

Terminology 2 of 3

• Hit• Information aggregation• Instant messaging• Mashup• Media-sharing• Metadata• Net or V Generation• Open source

Terminology 3 of 3

• Podcasting• RSS feed• Social bookmarking• Social networking• Streaming media or video streaming• Tagging• Virtual learning environment• Web feed• Wiki

Creating a blog

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

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

Exercise A

Making a start

Making a start• Sign up• Introduce yourself• Dress for the occasion• Make an offer• Find people to network with• Start a conversation

Real-life examples

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

Corporate social networking

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.

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.

Legal considerations when vetting candidates

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


• 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


• 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

Exercise B

Benefits of Web 2.0 technologies

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

The new fault lines

The new fault lines

• Transparency• Competitive collaboration• Whose network is it anyway?• The new network capitalists

Barriers to adoption of Web 2.0 technologies

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

Reasons to recruit via social media

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

Specific sites

Specific sites (1 of 7)

Case studies

Exercise C

Conclusion & Questions

Conclusion• Summary• Questions

social networking june 2010

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