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social media sofa

The Social Sofa – Steve Ludlow Harlow Group from Justin Hillier on Vimeo.

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October 31, 2011 at 9:05 pm Leave a comment

social media recruitment

October 31, 2011 at 9:01 pm Leave a comment

personalisering vs kodificering in recruitment

inden for videndeling bruger mange forskere en distinktion mellem personalisering og kodificering, eksempelvis…

Denne distinktion kan forsøgsvis overføres til rekrutteringsprocessen: personalisering vil her blive rekrutteringer via relationer mellem personer, herunder en medarbejder der anbefaler en person at søge en stilling, anbefaler en stilling, eller anbefaler en person til en stilling, altså peger på en person som den rette kandidat. Dette kan også ske proaktivt på den måde, at en person anbefales selv om der ikke er opslået ten ledig stilling, men fordi denne person vil kunne bidrage med værdi på den ene eller anden måde.

Det afgørende er i alle tilfælde relationen som det bærende aktiv, det aktive moment, i rekrutteringsprocessen.

Kodificering vil være den aktive matchning af ‘data’ mellem stillingsopslag og kandidat.

October 24, 2011 at 7:39 pm Leave a comment

paradigmer

såfremt der er hold i de konklusioner der præsenteres i artiklen “authentic dialogues”, så betyder det, at vi skal være meget opmærksomme på hvornår vi har at gøre med relationel kommunikation og hvornår vi har transaktionel kommunikation at gøre, feks at recruitment info ikke vil få succes in relationel kommunikation med mindre den har karakter – ikke af information, men af relation. Og omvendt: public relations fungerer godt i relationelle sammenhænge, ikke som information. Dette hævdes i hvert at gælde når der anlægges et autenticitetsperspektiv (fra Pine og Gilmore) på kommunikationen: “Det kan godt være vi ser din information, men når du præsenterer dig og din information som relation i denne her kommunikationssammenhæng, så tror vi ikke på dig længere, så virker det ikke troværdigt”.

konsekvensen er kort fortalt at vi skal kommunikere info i blå medier og blå former for kommunikation, og relationer i røde medier og former, – vi skal ikke etablere rundkreds/community for at distribuere information, men udvikle relationer, og omvendt, vi skal ikke forsøge at etablere og udvikle relationer i meddelelsematricer.

October 23, 2011 at 10:29 pm Leave a comment

social recruitment

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October 22, 2011 at 9:47 pm Leave a comment

Can social media bring employee referral schemes to life or are they dead already?

http://blog.sironaconsulting.com/sironasays/2011/03/can-social-media-bring-employee-referral-schemes-to-life-or-are-they-dead-already.html

March 30, 2011

Can social media bring employee referral schemes to life or are they dead already?

An area of recruiting staff that has been around for as long as recruitment itself, seems to be fighting hard to re-invigorate / re-invent / evolve ( <—– take your pick accordingly!) or even just get started for some companies.
I am not talking about anything revolutionary here – it is the humble (yet so powerful) referral.

I wrote last week about one of the new generation of referral tools coming along on Facebook, of which there are many – and more to come I am sure. They try and ‘use’ our personal networks to facilitate referrals online networks like Facebook. LinkedIn is a more business focused network that also encourages referrals, and this will become (I believe) be exploited further over the next months/years, as they figure out an effective way to do that.

When you sit down and work out who you know, it can be quite scary, actually how many people you could reach out to with potential opportunities……………. if you actually thought about it!
This graphic below will really make you think.

Your Referral Universe

But what about company referral schemes? What is yours like? >> Lame, boring, £$ based, un-inventive, ineffective or maybe you don’t even have one?

Why do so many companies know that personal referrals are so powerful and yet they do nothing about them? According to Kevin Wheeler, in the USA 70% of all hires are made through referrals, one way or another. << WOW!!  Obviously a bit of a culture difference from the UK – I don’t have the stats, but I know it will be significantly lower that that!!

Over the last week, I have had the ‘referral recruitment’ conversation in detail with three large companies. What was really strange was how similar they all were:

  • A generic open-ended referral program (no time limit and no focus)
  • Promoted by posters on notice boards and (just one of them) on their intranet
  • Financially based – between £350-1250 – per referred hire
  • 3 month success payment (i.e. they must complete their probation period)
  • No family or personal friends (this was with two of the companies, and surprised me!)
  • One even had a payback clause if the referral left between 3-6 months!!

Not really inspiring are they?

When speaking to Kevin, I asked him what some companies are doing in the USA that worked for them, and gave me some changes that have made referrals more successful over there.

  1. Treat a referral process as campaign. Give it a short time line, say,  2 or 3 months. this focuses people on the need. Also, only ask the people in your business that are relevant to the vacancy, to help you. For example, if you are recruiting a Java developer, then it makes sense to focus on your IT department to reach out to them and see if they can help identify someone suitable.
    So, in a nutshell, keep the referral programme focused around skills needed and limit the time frame, to create a sense of urgency.
  2. Referral programmes shouldn’t necessarily be based around money. Kevin gave an example where some companies used other incentives like cars, holidays etc. If you have a recruitment campaign to hire  a number of employees, and the potential cost savings form agency fees are worth it, then you can offer some great rewards. Then if you limit the number of people that are eligible (i.e every 20 successful referred hires) the odds of the employees who have referred people are very reasonable indeed!
    Wouldn’t the chance of winning a car be a great motivation to ‘encourage’ you to try that little bit harder to recommend someone you have in your own network?
  3. Social media has been great for ‘spreading the word’ for companies, but there still needs to be a robust referral scheme in place in the first place. Social should be the distribution mechanism not the scheme.

Of course many employees actually refer people they know to organsiations because it is simply a great place to work. They don’t necessarily want a reward, or even see the need to reward them.

So, I am really curious to understand what referral schemes / reward schemes you have in your company. I have seen so few good ones this may be a short list, but it would be great of you can share your experiences of ones that have worked and why.

So my question to you is:

Which is the best employee referral scheme you have experienced and what made it so successful?

(Please answer below in the comments if you have details of any you can share – there MUST be some innovative examples out there)

Picture credit: Maximum Referrals

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October 17, 2011 at 9:22 pm Leave a comment

“By Grads for Grads” – Social Recruiting from Unilever

http://socialmediarecruitment.com/blog/2011/01/21/“by-grads-for-grads”-–-social-recruiting-from-unilever/ 

denne blog post rejser i hvert fald indledningsvis det kritiske spørgsmål om hvorvidt social media ‘conversations’ i virkeligheden er samtaler eller det bare er ‘distribution’ på den gode gammeldags broadcasating måde, – eller med andre ord: hvor meget vil eller kan en udbyder af et job eller dennes ansatte involvere sig i ‘samtaler’ om jobbet?  Men selvom kritikken måske rammer ift ‘conversations’, så vil brugen af sociale medier alligevel kunne have ellers dyrt betalte effekter i form af spredning af budskab med ‘anbefaler’ indekser.

by Matt Alder

I’ve been slightly disappointed lately with the quality of Social Recruiting case studies coming through and this is why I haven’t featured any on the blog for a while. Although some great work is being done, many organizations are just focusing on “social job distribution” and in so doing are missing many of the key advantages that social is bringing to recruitment. With this in mind I was delighted, while doing some work for them just before Christmas, to get an insight into how Unilever are setting about making their UK graduate recruitment properly social.

Before going into the detail of the tactics and channels Unilever are using, it is important to reflect on the strategic thinking and resource planning round their social tag line “By Grads for Grads”.  Unilever has recognized that to be effective in the social space they have to have a genuinely authentic conversation with their graduate audience rather than talking at them as the majority of graduate recruiters still seem to do. Instead of using an advertising agency to “manage” their activity Unilever have put together a digital team of previous graduate recruits to run the social channels and be responsible for answering questions while keeping the conversation flowing.

Having current grads help recruit the next year’s intake is nothing new but Unilever are one of the few companies I’ve come across using social technologies to extend the reach of such an initiative. By putting such a resource in place I feel Unilever are in a fantastic position to be transparent about any gap between their employer brand perception and their employer brand reality.

The execution of the strategy runs mainly across Facebook and Twitter. There has also been the recent addition of a growing YouTube channel of video content. It’s great to see an employer really thinking about the importance of conversations and while the content does play an important role, Unilever aren’t blindly taking assets from their website and dumping it onto Facebook in the same way some of their competitors do!

As this is a fairly new initiative it is slightly early to be able to analyze the results. This is also an evolving strategy rather than a one off campaign and more sophisticated measurement techniques are currently being put in place to assess the true long term value of the approach.

Stella Maerker who helps run the digital graduate team has this to say about the success of the campaign:

“We can see a steady increase of followers and fans. Click through rates from the social media pages to the careers website and vice versa prove growing traffic. Applicants will be asked about our social media pages during application process. The real success will be number of successful graduates that got attracted to Unilever by interacting with current grads online!”

While I’m sure some purists (if you can have such a thing in a brand new field!) might criticize the comparatively low number of followers I think this is actually irrelevant at this stage of an ongoing initiative. Unilever have gone for a quality rather than quantity approach and the time spend considering their long term strategy and allocating dedicated internal resources are bound to pay dividends in the long term as social becomes their most important channel for graduate recruitment.

There are of course huge challenges in applying this kind of approach to a broader selection of Unilever’s recruitment activity but Unilever are committed to doing soon. As their Global Resourcing Director Paul Maxin says:

“Digital and social media is a key enabler to the way Unilever builds an engagement based approach to our employment brand equity. We’ll continue to integrate it, providing candidate-centric platforms that build advocacy of our employment brand and scale the approach both regionally and globally.”

More from Matt at – http://recruitingfuture.com/2011/01/21/by-grads-for-grads-social-recruiting-from-unilever/

October 17, 2011 at 9:19 pm Leave a comment

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