Recruiting in the Digital Era: Guidance for HR Professionals, Recruiters, and Hiring Managers
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Transcript of Recruiting in the Digital Era: Guidance for HR Professionals, Recruiters, and Hiring Managers
Renaissance Strategic SolutionsHelping Organizations Walk Their Talk . . .
Recruiting in the Digital Era
Guidance for HR Professionals, Recruiters, and
Hiring ManagersSocial Media and Employee Communications
HR.com Virtual ConferenceJune 14, 2012
Copyright © 2012, Courtney Shelton Hunt - all rights reserved2
About the SpeakerCourtney Shelton Hunt, PhDCourtney is the Principal of Renaissance Strategic Solutions (RSS) and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations.
RSS helps organizations enhance their effectiveness through the design and implementation of innovative and leading-edge strategies and programs. Specializing in social media, communications, and human capital management, we work with organizations of all sizes in both the for-profit and not-for-profit sectors, in a wide range of industries.
RSS is the founder and sponsor of the Social Media in Organizations (SMinOrgs) Community, a free professional community that provides information and guidance about the organizational applications and implications of social media.
In May 2013, Renaissance Strategic Solutions and
Social Media in Organizations became part of The
Denovati Group. This deck, created in 2012, primarily
reflects the old brands.
About the Speaker
Copyright © 2013, Courtney Shelton Hunt - all rights reserved3
Courtney Shelton Hunt, PhDCourtney is the Founder and Principal of The Denovati Group and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations.
The Denovati Group enhances the success of individuals and organizations in the Digital Era through an alliance that provides thought leadership and guidance, research, consulting and training services, and a professional community that fosters the sharing of information and best practices. These objectives are accomplished through three divisions and two sub-brands:• Denovati Solutions• The Denovati Network• The Denovati Institute• SMART Blog• SMART Resources
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How to Use this Presentation as a Portal
Copyright © 2013, Courtney Shelton Hunt 4
1. Many of the slides in this deck contain active hyperlinks that should be fairly intuitive.
2. The hyperlinks are embedded in both pictures and text. For example, if you click on the photograph on the left, you’ll go to Courtney Hunt’s LinkedIn Profile. Or you can click on this text to go to The Denovati Group’s website.
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Thanks!
Copyright © 2012, Courtney Shelton Hunt - all rights reserved5
RECRUITING IN THE DIGITAL ERA
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Grounding the Discussion
No single set of practices, platforms, tools, or techniques can satisfy every employer’s recruiting objectives
The best approach will be determined by your unique talent management requirements and circumstances, including:– Size of organization and growth trajectory
– Geographic location(s), industry, target markets
– Number and type of available positions
– Level of turnover
– Required skills and experiences
– Candidates’ digital sophistication and access
Copyright © 2012, Courtney Shelton Hunt - all rights reserved7
Taking the Plunge
Think carefully about whether potential benefits are worth the costs, and which social media investments are likely to produce the best returnsBenchmark against the efforts of earlier adopters and learn from both their successes and failuresDon’t rush, or try to do everything at once - a strategic, methodical, and phased approach is more effective in the long run
Copyright © 2012, Courtney Shelton Hunt - all rights reserved8
Work Smart, Not Just Hard
Clearly define recruiting goals and objectivesAssess current practices and identify opportunities for improvementCreate a social recruiting strategyDevelop a “social media system”
For more on leveraging social media smartly,click here to read Part 7 of the Social Media
Primer
Copyright © 2012, Courtney Shelton Hunt - all rights reserved9
New Field(s), Same Game
Although cyberspace adds a new dimension to the recruitment and selection process, the rules are generally the same
Employers must ensure the criteria they're using to select candidates are job relevant, non-discriminatory, and legally defensible
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The Social Recruiting Funnel
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SOCIAL RECRUITMENT
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Overview
Employers can share organization information as well as career opportunities, specific jobs, etc. via– Social media platforms (e.g., LinkedIn, Twitter)– Digital communities (e.g., talent communities, alumni
networks)
Objectives include– Enhancing employer branding– Offering realistic job and culture previews– Sharing job postings– Developing a pipeline of potential candidates
Copyright © 2012, Courtney Shelton Hunt - all rights reserved13
More Details
Job types: All - different platforms may be used– For different job types (e.g., retail, IT)– To target different groups (e.g., recent college grads, experienced
candidates)
Initiators:– Internal HR/recruiting staff– Hiring managers– Third-party recruiters– Maybe external communicators like marketing
Process:– Information sharing and interactions are usually handled
individually, to reinforce the human element– Some aspects can be automated (e.g., announcing new jobs via
Twitter using a tool like HootSuite)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved14
Guidance
Beware of “social snooping”– Resist urge to casually “check out” people who’ve
connected with your organization on public social networks
– An individual’s failure to maintain good privacy settings doesn’t limit an employer’s risk or responsibility
Maintain proper boundaries– Resist urge to connect with candidates individually
via personal social networks (e.g., Facebook, Twitter)– Professional connections via a network like LinkedIn are
generally acceptable but still require care
Copyright © 2012, Courtney Shelton Hunt - all rights reserved15
SOCIAL SOURCING
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Overview
Employers and third-party recruiters can search the internet and/or social networking platforms (e.g., LinkedIn) using specific key words (e.g., accountant, CPA, joint venture, Brazil) to find individuals who meet pre-defined job criteria, regardless of whether they are currently on the job market
Copyright © 2012, Courtney Shelton Hunt - all rights reserved17
More Details
Job types: Generally hard-to-fill positions, or those for whom the candidate pool is fairly smallInitiators: – Internal HR/recruiting staff– Hiring managers– Third-party recruiters
Process: – Searches are often conducted manually– Can be automated or facilitated by software (e.g., a tool
like eGrabber)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved18
Guidance
On any site that’s professionally oriented (e.g., a blog by an IT professional about cyber security), the content is likely to be fair gameOn sites that are likely to contain personal content (e.g., Facebook), sourcers should conduct searches only if they’re vital to filling the position and are focused on job relevant informationSourcers should limit their review of the digital activity they discover and should avoid connecting with candidates on personally-oriented networks
Copyright © 2012, Courtney Shelton Hunt - all rights reserved19
SOCIAL ADVERTISING
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Overview
Employers can post advertisements for positions on social networking platforms (e.g., Facebook, LinkedIn) that are specifically targeted to the types of candidates they’re interested in
Copyright © 2012, Courtney Shelton Hunt - all rights reserved21
More Details
Job types: Can be anyInitiators:– Internal HR/recruiting staff– Maybe third-party recruiters
Process: Once the ads are created, they are automatically generated and posted by the platform using criteria provided by the employer
Copyright © 2012, Courtney Shelton Hunt - all rights reserved22
Guidance
Focus ads on platforms where targeted candidates congregate– Entry-level positions in the hospitality industry: Facebook– CFOs: LinkedIn
Ad effectiveness is dependent on how much information people share about themselves through their profiles“Pay-per-click” makes social advertising seem like a cost-effective strategy, but employers could end up paying for “curiosity clicks” if ads aren’t crafted effectively
Copyright © 2012, Courtney Shelton Hunt - all rights reserved23
SOCIAL REFERRALS
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Overview
Usually in conjunction with an employee referral program, current staff are encouraged and/or given incentives to share job opportunities with their social networks and refer potential candidates for specific jobs
Copyright © 2012, Courtney Shelton Hunt - all rights reserved25
Details
Job types: Can be anyInitiators: Any current employeeProcess: Referrals can be– Made using individual communication channels
(e.g., email)– Facilitated by software (e.g., tools like those
offered by Jobvite and SelectMinds)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved26
Guidance
Make sure employees understand the practice is optionalIf sharing is done manually, provide clear guidance regarding preferred channels, timing, presentation, etc.If a referral tool is used, employers should provide assurances regarding individual privacy
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SOCIAL ASSESSMENT
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Overview
Two primary forms:1. Reviewing a candidate’s social references
and/or validating resume details2. Evaluating the quantity and quality of a
candidate’s digital engagement based on his/her public activity
In the future, may also include assessing a candidate’s skills and abilities via “social simulations”
Copyright © 2012, Courtney Shelton Hunt - all rights reserved29
More Details
Job types:1. Can be done for almost any type of job2. Should be conducted for those jobs for which
digital engagement is relevant (e.g., marketing, communications, business development, some IT and HR positions)
Initiators:– Internal HR/recruiting staff– Hiring managers– Third-party recruiters
Copyright © 2012, Courtney Shelton Hunt - all rights reserved30
More Details: Process
1. Reviews are generally conducted manually and involve:– Reviewing recommendations on platforms like LinkedIn
and Facebook– Comparing details on social networking profiles with
other web-based information to verify details, and search the web for evidence to support claims made
2. Reviews are conducted manually, based on information and links provided by candidates– Relatively new services like Rabble may help automate
the process
Copyright © 2012, Courtney Shelton Hunt - all rights reserved31
Guidance
Care must be taken to ensure that personal information that is not job relevant is not inadvertently accessed1. It’s imperative to verify the accuracy and validity of the
information discovered2. Three things to remember:
– The nature of the engagement that is relevant to the position should be clearly defined in advance
– The review should be based on information provided by the candidates
– Sound criteria for evaluating the engagement should be developed in advance and consistently applied across all candidates
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SOCIAL SCREENING
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Overview
Once the pool has been narrowed and the final candidates identified, a search of their public activity in cyberspace can be conducted to reveal any potential risks they may create for the employer
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More Details
Job types: Can be any
Initiators: – Internal staff not involved in the hiring decision
– Third-party service provider (which invokes the FCRA in the US)
Process: Searches can be conducted manually or via software algorithms (e.g., the proprietary method employed by Social Intelligence)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved35
Guidance
Although it’s important to mitigate the risks associated with a bad hire, employers should not assume there are no limits to their ability to dig for “digital dirt”The social screening process should not be conducted by a hiring manager or someone involved in making the final decision – designate an independent group to conduct the searches and evaluate the resultsSearches should focus ONLY on publicly available informationDo NOT ask candidates for their login credentials or ask them to log in during an interview
Copyright © 2012, Courtney Shelton Hunt - all rights reserved36
More Guidance
Consider using an FCRA-compliant third-party screening service and incorporate social screening into the regular background checking processEven if a third party is not used, provide candidates with advance notice and have them formally agree to the searchAlso consider creating a process for verifying negative results and giving candidates an opportunity to respond before adverse action is taken
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MORE CONSIDERATIONS…
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Think Beyond Social Media
Recruitment marketing platforms like Jobs2Web
Social talent community management tools like Find.ly
Services like Skype for conducting video interviews
Virtual job fairs
Client relationship management (CRM) systems for managing contacts and communications with professionals before they become candidates (and enter the Applicant Tracking System)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved39
Put Your Best (Digital) Foot Forward
Website should be current, inviting, and a strong representation of your employment brand and experienceBe sure the brand is consistently and positively reflected in:– Company profile on LI – Individual profiles on LI (especially for recruiting and HR
staff and hiring managers)– Proprietary groups on LI– Social media sites (including Wikipedia, which is often
overlooked)
Copyright © 2012, Courtney Shelton Hunt - all rights reserved40
Engage in Social Benchmarking
Stay abreast of what your competitors are doing and benchmark best – and worst – practicesYou can easily identify and follow them on platforms like LinkedIn, Facebook, and Twitter, in addition to setting up Google alerts to monitor their activity
Copyright © 2012, Courtney Shelton Hunt - all rights reserved41
Engage in Social Monitoring
Set up Google alerts or use other tools to monitor how your employment brand is being discussed in cyberspaceCheck sites such as Glass Door and Vault
Copyright © 2012, Courtney Shelton Hunt - all rights reserved42
Live the Candidate Experience
Everyone involved in the hiring process should– Follow the organization on its social platforms to see
what candidates see and how they engage– Whenever possible, go through the process of
applying for a job to experience first-hand what it’s like
Test processes by having “simulated candidates” – similar to mystery shoppers – pose as candidates and provide feedback on strengths and weaknesses
The Denovati…Pronunciation guide: day-no-VAH-teeDeconstructing the term:
– DE = Digital Era– NOV = short for novani, the Latin term for colonists,
immigrants, new residents…– ATI = those who seek knowledge and/or are in the know
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The Denovati areDigital Era explorers, pathfinders and pioneers
who seek to understand and effectively leverage social and digital technologies
The Denovati Group
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Click here to learn more about who we are, what we do, and what we offer
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