Of course you’ll promote your brand – you should never stop promoting your brand – but with women dominating today’s colleges and professional schools (for every two men who will receive a B.A. this year, three women will do the same), I recommend you learn how to play nice with girls in tech playgrounds.
- Facebook is nearing one billion users globally – and growing.
- LinkedIn is over 135 million professionals around the world – and growing.
- A consistent standard layout for portability
- A concise professional summary
- Accomplishment highlights that are relevant to the bottom line
- A clear timeline of professional activities that account for any gaps
- Search-optimized profile with the keywords you want to be found for
- Request multiple online recommendations as well as giving them
- Update regularly whether you’re looking for a job or not
- Playing solo with all the interactive accessories (career management exercises, assessments, etc).
- Playing live in similar groups (“kids” with other “kids” – white boarding, mentoring, video chats)
- Playing live in mixed groups (“kids” with the “employer” – webinars, training, video chats)
by Sean Sheppard and Marylene Delbourg-Delphis
The role of sourcers is changing as quickly as the role of marketers and in very similar fashions.
The times when marketers assumed that customers would buy a product because they needed it (or be brainwashed by advertising into believing they did) are rapidly vanishing. Today, as consumers, we expect to build a relationship with a company. We expect an experience – a positive experience, not the “bad” experience that makes us return products and try competitors – as well as vent our disappointment on social networks or other public venues such as Groubal.
In today’s competitive business environment, consumers demand personalized attention before and after any transaction. So do job seekers. They don’t want to be treated as interchangeable pawns, even for lower positions. People are not job-fillers… They are people first – and if they are unhappy, they’ll just look for another opportunity. Let’s keep in mind that the vast majority of people who look for or are open to a new job already have one!
It’s time to start looking at things a little differently.
Staffing departments, just as all other departments must rewire the way they work to succeed in a world where brands are no longer what companies alone shape up, but are equally what customers/users declare to their friends and peers on social networks as “great” or “poor.” When our friends speak ill of a brand, do we rush to buy from it? No. We look at the competitor.
Candidates are just like customers. In fact they are customers, not wretched creatures who can be talked to condescendingly and should be happy to be offered a job no matter what. If they don’t like your brand, if they don’t gain sincere insight on what it’s really like to work for your company, they’ll go next door. You will lose that top 1% that all sourcers want to find, regardless of what this top 1% represents — whether it is the cool kid who has the potential to be an amazing administrative assistant, or a brilliant, tenured engineer.
A new approach to sourcing
So what can sourcers learn from what the social media groups in marketing and customer service departments are doing? How can they combine their efforts to engrain “social,” engagement, and relationship marketing into the corporate modus operandi? The urgency for such cross-departmental collaboration is all the more obvious as sourcers are in charge of identifying the job candidates who will be the flag-bearers of the “socialized” brand and the representatives of the new corporate behaviors.
Below are examples of conversation starters that sourcers can use to start learning from their social media and marketing counterparts:
- How is social media redefining the company’s brand strategy?
- How can we combine efforts in relationship marketing?
- How can I/we become a digital leader and empower teams into digital leadership?
- How is social media impacting key performance indicators?
In truth, sourcers are poised to become critical touch points in the “social” economy, for sourcing is where it all starts. Sourcers must immerse themselves into the engagement culture that will be able to spot and attract the socially connected who in turn will help companies to migrate from the 2000′s to the 2010′s and beyond.
By engaging and remaining connected with candidates, whether or not there is an available position for them at a particular point in time, sourcers have the power to turn potential job seekers into fans, and provide them with a sense of belonging and relevance. And just as marketers, sourcers will have a critical role in building the value and the equity of a brand within social networks, because social is a key differentiator. In the years to come, social capital will become a major indicator of companies’ performance and impact their market cap.
Sourcers and marketers have all the reasons in the world to share insights and collaborate in order to better adapt to a fast-changing business environment. They work for the same company and can only benefit from the success that can be found in combining forces – start the process of cross-company education and start learning from one another!
Originally posted on SourceCon.
From Social Recruiting 1.0 to Social Recruiting 2.0
Social Recruiting today primarily refers to the ability to post jobs and spot candidates on public social networks, and comes across as the equivalent of classified advertising on new channels. It’s business as usual, only with an extended reach. Is it “social?” Marginally. Does it substantially change the way organizations engage with candidates? Scarcely. Does it significantly improve the candidate experience? Minimally. Does it simplify the life of recruiters, improve their relationship with hiring managers, reduce costs and time-to hire? Barely.
Using social networks as a sort of outsourcing mall for everything social is only a small part of the socialization of business and may even end up weakening the Web presence of a brand: “why would you spend so much over the last 10–15 years in marketing money to get people to your web site only to send them somewhere else?” asks Jeremiah Owyang, one of the most prominent analysts in social media. In other words, what becomes of your Web identity as an organization and how do you differentiate yourself from all the other companies that compete for the same talent as you do? That’s what “social recruiting” as it is performed today doesn’t address.
Social Recruiting 2.0
What is Social Recruiting 2.0? A way for recruiters to leverage technology to scale what’s part of their DNA: create relationships, facilitate and encourage connections with and between people, communicate the brand identity, its purpose, and its values, and identify talents to whom hiring managers will relate.
When companies compete for the top 1% in whatever category (the best engineers as well as the best administrative assistants) and 6o% of employees are actively seeking or open to a new job, how can you intercept and nurture the attention of potential candidates? The only way is for companies to create a hub for people and information, a place “where people and company opportunities meet,” as Gerry Crispin likes to say. This means welcoming candidates into a trusted private social network where recruiters can maintain a bond between the brand they represent and the people. The Social Recruiting 2.0 approach prompts an environment conducive to focused interactions between a company and the candidates and fosters a continued engagement that enables recruiters to meet, retain and select people who show true interest in the company’s culture and its values.
Great candidate service is as critical for any brand as is great customer service. Recruiters are poised to be at the forefront of listening and engagement and will play a critical role in the socialization of businesses.
Is it time to jump into Social Recruiting 2.0?
Yes. Social Recruiting 1.0 only adds a social “layer” to recruiting, which only adds complexity on top of sometimes unyielding systems. Social Recruiting 2.0 transparently embeds connectedness between people and information, and makes it as natural as in our everyday lives. Simplicity drives effectiveness, which in turn drives ROI.
The TalentCircles Social Recruiting 2.0 design reconciles recruiting networking and technology by mimicking real life interactions in a turnkey “social” home that you will master in a matter of minutes.