talent acquisition with online social networks and communities
DESCRIPTION
There is no doubt that social networks such as Facebook and Twitter as well as online communities have profoundly changed the business landscape. The question is how do they affect the talent recruiting and the talent development processes? How can recruiters leverage these social networks and communities to find the right candidates for their open positions? Join Francois Gossieaux and Ed Moran, co-authors of the book "The Hyper-Social Organization" (due out this Fall), as they discuss their findings from the annual Tribalization of Business Study. The study, which profiles over 500 companies, will show you how to think differently about talent recruiting and development in this hyper-social age in order to attract, grow and retain better talent. In this webinar you will learn: * How online social networks and communities can augment your current recruitment processes * What to expect from a social network and community recruitment strategy * How to use social networks and communities to grow and retain your internal talentTRANSCRIPT
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Talent Acquisition with Online Social Networks & Communities
Presented by:Francois Gossieaux Beeline Labs
Ed MoranDeloitte
April 8, 2010
The Webinar Will Begin Shortly
If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number.
Number: 888-469-1348 Pass code: 2940000
Copyright © 2009 Deloitte Development LLC. All rights reserved.
THE REAL IMPACT OF SOCIAL MEDIA ON BUSINESSRESIST IT AT YOUR OWN PERIL…HIGH LEVEL ANALYSIS OF THE TRIBALIZATION OF BUSINESS RESULTSCOMMUNITIES – WHEN THEY WORK AND WHEN THEY DON’TAPPLYING PRINCIPLES TO TALENT ACQUISITION PROCESSES
OVERVIEW
Copyright © 2009 Deloitte Development LLC. All rights reserved.
In the beginning – all business was social
3
Satisfaction results in positive or negative word of mouth which makes a difference
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Then business started scaling
4
…but the social could not scale and made no difference anymore – so it disappeared from business
Copyright © 2009 Deloitte Development LLC. All rights reserved.
And companies started to develop really bad habits
5
Interrupting people, targeting people, segmenting people – it felt like going to war with customers & employees
Copyright © 2009 Deloitte Development LLC. All rights reserved.
But then came the Internet & Social Media
6
Blogs, wiki’s, discussion boards, tags, social networks – a massive platform of participation
Copyright © 2009 Deloitte Development LLC. All rights reserved.
And because humans were hardwired to be social
7
The social reentered business and commerce with a vengeance – employees, customers could once again behave the way they’re
hardwired to behave: humanly, tribally.
Copyright © 2009 Deloitte Development LLC. All rights reserved.
So to understand how to do business in a 2.0 world
8
You do not need to understand the Web 2.0 technologies
You are better off understanding Human 1.0 – not as individuals, but
as hyper-social creatures
Copyright © 2009 Deloitte Development LLC. All rights reserved.
The SAP Developer Community
AN EXAMPLE OF HUMAN 1.0 VS. WEB 2.0
Copyright © 2009 Deloitte Development LLC. All rights reserved. 10
The SAP Developer NetworkStats:• 1.4 M users• 400K+ business experts• Content-rich
Original Incentive System:Point system leading to personal rewards
The Results:Bullying behavior in the community
New Incentive System:Point system leading to donation to good cause
The Results:No more bullying in the community
Web 2.0 or Human 1.0?
Copyright © 2009 Deloitte Development LLC. All rights reserved.
A look at some NIH + Duke Research
Experiment #1:
People play Atari-style video game which allows them to earn or lose money for themselves
MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs
Experiment #2:
People play Atari-style video game which allows them to earn or lose money for a charity
MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions
Copyright © 2009 Deloitte Development LLC. All rights reserved.
What are the important Human 1.0 traits
Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters
Social framework of evaluating things vs. market framework
The role of fairness in assessing situations
The importance of looking cool and mimicking others
Herding and self-herding
Recognition and belonging
Copyright © 2009 Deloitte Development LLC. All rights reserved.
You cannot resist hyper-sociality
RESIST IT AT YOUR OWN PERIL
Copyright © 2009 Deloitte Development LLC. All rights reserved.
The bottom line: You Cannot Resist It!
People will self-organize in tribes – because they are hardwired to do so
People will self-organize in tribes – because they can, with technology enablement driven by the users
Companies that embrace it with success will eclipse their competition and force others to follow suit
Copyright © 2009 Deloitte Development LLC. All rights reserved.
SPONSORED BY BEELINE LABS, DELOITTE, SOCIETY FOR NEW COMMUNICATIONS RESEARCH – INVOLVED OVER 500 COMPANIES AND HOW THEY USE COMMUNITIES & SOCIAL MEDIA AS PART OF THEIR BUSINESS
ANALYSIS BASED ON TRIBALIZATION OF BUSINESS STUDY
Copyright © 2009 Deloitte Development LLC. All rights reserved. Copyright © 2009 Deloitte Development LLC. All rights reserved.
About the 2009 Tribalization of Business StudyParticipating companies include:
COMPUTER MANUFACTURERS
COMPUTER NETWORKING COMPANIES
LIFE SCIENCE COMPANIES
CONSUMER PACKAGED GOODS COMPANIES
SOFTWARE COMPANIES
INSURANCE COMPANIES
ONLINE AUCTION COMPANIES
HOTEL CHAINS
MEDIA AND INFORMATION COMPANIES
This annual study is conducted by Beeline Labs and Deloitte in conjunction with the Society for New Communications Research
We employ an online methodology among over 500 companies that have created and maintain online communities
The communities range from fewer than 100 member to more than 1 million members
Company revenues range from under $1 million to more than $40 billion
In addition to an online survey, we conduct in-depth interviews of select respondents
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Oldest Community - Up and Running
Q. How long has your oldest community been up and running?
0% 5% 10% 15% 20% 25% 30% 35% 40%
Less than six months
More than three years
Six months to one year
One to three years
Copyright © 2009 Deloitte Development LLC. All rights reserved.
0% 10% 20% 30% 40% 50% 60%
Pricing
Unsure
Alumni relations
Product testing
Recruiting & retention
Other
Partner relations
Product innovation
New product development
Employee communications
Sales
Reputation management
Public relations
Customer support
Market thought leadership
Amplifying word-of-mouth
Customer/client loyalty
Idea generation
Market insights/research
Top Five Purposes of Community
Q. What are the top 5 purposes of your online community?
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Biggest Obstacles
Q. What are the biggest obstacles to making your communities work ?
0% 5% 10% 15% 20% 25% 30% 35%
Other
Not being able to find skilled community managers
Management's unwillingness to share
Getting funding for facilitation
Lack of community management expertise
Getting funding to add functionality
Getting people to populate their profile
Finding enough time to manage community
Getting people to keep coming back
Attracting people
Getting people to engage and participate
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Business Groups Involved in Creation
20
Q. Which business groups or departments were involved in the creation of your community?
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Finance
Human Resources
Legal
Engineering
Customer Service
Other
Sales
IT
Marketing
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Recruiting of Talent with Community Management Expertise
21
Q. Where do you recruit the talent with expertise in online community management?
0% 10% 20% 30% 40% 50% 60%
Other
Externally
Both
Internally
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Hyper-Social companies think differently
Think tribe – not market segment> We need to find groups of people who have something in
common based on their behavior, not their market characteristics
Think knowledge network – not information channel> The most important conversations in communities happen in
networks of people, not between the company and the community.
Think human-centricity – not company-centricity> The human has to be at the center of everything you do, not
the company Think emergent messiness – not hierarchical fixed processes> People will want to see responses to their suggestions, even
if it does not fit your community goals – FAST
“…affinity groups will quickly become the
dominant social force in the emerging world economy, changing how we think about markets, fads, social
movements, and, ultimately, power”
- Tom Hayes, Jump Point: How Network
Culture is Revolutionizing
Business – 2008
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Develop & monitor your Hyper-Sociality Index (HSI)Using simple relative scores (-2 for significantly behind its peers, -1 for slightly behind its peers, 0 for average, +1 for slightly ahead of its peers and +2 for significantly ahead of its peers’ progress), map out your HSI for all parts of your business
Copyright © 2009 Deloitte Development LLC. All rights reserved.
“KNOWLEDGE WORKERS CANNOT BE MANAGED” – PETER DRUCKER
“GREAT GROUPS TEND TO ATTRACT MAVERICKS…BUT WHATEVER THEIR APPEARANCE THEY ARE ALWAYS RULE BUSTERS. PEOPLE IN GREAT GROUPS ARE NEVER INSIDERS OR CORPORATE TYPES ON THE FAST TRACK; THEY ARE ALWAYS ON THEIR OWN TRACK” – WARREN BENNIS
APPLYING THOSE PRINCIPLES TO TALENT ACQUISITION
Copyright © 2009 Deloitte Development LLC. All rights reserved.
IS NOT SOCIAL MEDIA, SOCIAL NETWORKING OR COMMUNITIES…BUT IT IS THE PROCESS OF MAKING TRIBAL & COMMUNITY MEMBERS PART OF YOUR RECRUITING PROCESS BECAUSE THEY WANT TO HELP OTHER PEOPLE IN THEIR SOCIAL NETWORKS AND TRIBES
SOCIAL TALENT ACQUISITION
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Social Talent Acquisition & Development
Community amplifies all talent acquisition and development activities – speeding up the process of finding the right person for an opportunity
Community adds a social filter to the talent acquisition and development process – making it easier to find the needle in the haystack
Community adds trust to all talent acquisition and development activities – thus reducing everyone's transaction costs
26
Copyright © 2009 Deloitte Development LLC. All rights reserved.
You can’t simply mix up all the right buzz words…
Social media+
Social networking+
Best of traditional recruiting=
Social Talent Acquisition and Development
Copyright © 2009 Deloitte Development LLC. All rights reserved.
You need to truly understand the fundamentals
Social (reciprocity-based) communities +
Job opportunities+
Members/Talent=
Social Talent Acquisition and Development
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Social Talent Acquisition: keys to success
Finding the right tribes and their leaders – e.g., professional affinity groups, customer communities
Developing content so it travels in the knowledge networks, not the channels you control (apply the acid test: would leaders pass it along to fellow members? Let them add endorsements + context)
Tribe- and human-centric and not company-centric (what will motivate them to engage, use their language)
Base everything on reciprocity – not on “targetability” and not by using interrupt-based social network campaigns
Copyright © 2009 Deloitte Development LLC. All rights reserved.
A level deeper on understanding key success factors
Don’t just tap into the need of individual candidates to find a job – that’s episodic and has no leverage
Tap into the need for people to want to help others – that is ongoing and comes with a lot of leverage
Targeting people within social networks with job offers is not social talent acquisition – it’s traditional spam within social networks
Blasting job offers on twitter is not social talent acquisition – it’s a traditional spray and pray technique in a social network
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Social Talent Acquisition: the high level benefits
The low hanging fruit> Increased recruiting efficiency> Decreased cost of recruiting> 80/20 rule is probably at work here
(cost vs. results of traditional vs. social)
What really makes a competitive difference:> Scaling the recruiting process to levels impossible to achieve with traditional
management techniques and average budgets> Increased employee satisfaction and resulting passion though better matching> Better chances of finding the coveted passive candidates in the haystack of
potential recruits> Better identification of needed skills and who possesses them
Copyright © 2009 Deloitte Development LLC. All rights reserved.
Thank you & Questions
32
Francois GossieauxPartner, Beeline Labse. [email protected]. http://www.beelinelabs.com b. http://www.emergencemarketing.comc. http://www.marketingtwo.netp. http://www.cmotwo.com
Ed MoranDirector of Product Innovation, Technology, Media & Tele Group, Deloitte Services
e. [email protected] w. http://www.deloitte.com
Our new book: The Hyper-Social Organizationhttp://www.hypersocialorg.com