With over half a million youtube hits I can hardly claim to be an early adopter of this one - but this is fascinating stuff, and even captured the full attention of my Uni students last week...
"people buy not what you do but why you do it"
Well worth investing 18 minutes in...
Oct 24, 2011
Some interesting findings from the Forum for In-House Recruitment Managers
Top line thought -
Those corporate recruiters who share my crusade foo "direct hiring strategy" - i.e. people like the FIHRM - are now on the social media agenda (98%!)
Many recruiters might not quite know what to do with it as yet - but it is heartening to see the King Canute era is at least over - and that engaging with talent pre/during/post recruitment is indeed the future...
-------------------------------------
386 members took part providing, 344 completed surveys, and 42 part completed responses.
Key findings were:
The top 3 priorities for recruiters this year are
sourcing great talent (91%),
cost reduction (59%)
talent pooling (53%)
54% expect their level of recruitment to increase compared to last year
25% expect to recruit for over 1,000 vacancies in 2011
50% have an average time to hire of 4 - 8 weeks
27% have an average cost per hire of under £1,000 *Attraction and Selection costs only - RPO costs excluded.
60% have a recruitment budget for 2011 of £501,000 or more
78% do not currently use PPC (pay per click)
42% say that they already use SEO
98% of respondents use or intend to use Social Media
29% have had no change in their use of offline advertising
Some really interesting findings here, but obviously the stand our statistic is 98% of respondents use or intend to use Social Media
Those corporate recruiters who share my crusade foo "direct hiring strategy" - i.e. people like the FIHRM - are now on the social media agenda (98%!)
Many recruiters might not quite know what to do with it as yet - but it is heartening to see the King Canute era is at least over - and that engaging with talent pre/during/post recruitment is indeed the future...
-------------------------------------
386 members took part providing, 344 completed surveys, and 42 part completed responses.
Key findings were:
The top 3 priorities for recruiters this year are
sourcing great talent (91%),
cost reduction (59%)
talent pooling (53%)
54% expect their level of recruitment to increase compared to last year
25% expect to recruit for over 1,000 vacancies in 2011
50% have an average time to hire of 4 - 8 weeks
27% have an average cost per hire of under £1,000 *Attraction and Selection costs only - RPO costs excluded.
60% have a recruitment budget for 2011 of £501,000 or more
78% do not currently use PPC (pay per click)
42% say that they already use SEO
98% of respondents use or intend to use Social Media
29% have had no change in their use of offline advertising
Some really interesting findings here, but obviously the stand our statistic is 98% of respondents use or intend to use Social Media
Sep 9, 2011
A little bit of nostalgia from 15 years ago...
First time I'd been to an awards do in Rec Comms, at the end of the evening we had cleaned up & won the overall prize in the days when innovation was a full page ad in the Evening Standard....
http://www.radawards.com/radawards2012/best-work-of-the-year-macmillan-davies-hodes-adams-childrenwear-ltd
http://www.radawards.com/radawards2012/best-work-of-the-year-macmillan-davies-hodes-adams-childrenwear-ltd
Aug 19, 2011
"Neat" little video serves as a good intro to social recruiting...
Game has moved on quickly, it's not if it's how...
Aug 5, 2011
Men do not have advantage in workplace it says here...
More than three-quarters (78%) of HR directors believe that men do not have an advantage over women in the workplace.
This is according to a survey of 180 HR directors carried out by recruitment consultancy Robert Half, which also found that half of those who did think that there was an imbalance between males and females at work believed that family commitments were responsible for this difference.
Respondents also identified a lack of promotion opportunities (42%) and the desire to maintain a good work-life balance (36%) as key factors behind the difference in men and women's professional development.
Phil Sheridan, managing director of Robert Half UK, commented: "While it is encouraging that over three-quarters of HR directors don't view men as having an advantageous position over women in the workplace, more needs to be done.
"Companies should regularly review their succession and remuneration plans to ensure that women are treated fairly and equally, with policies to take into account their family and personal commitments."
The findings of the Robert Half survey are significantly more positive than those of recent research from financial products and services provider Friends Life, which found that the majority of working women see "no end" to obstacles to their advancement in the workplace.
The Friends Life survey found that more than half (55%) of women believed that there would still be a significant pay gap between men and women in 2020 and a similar proportion (53%) thought that they would still be facing more barriers than men to secure senior roles.
Business secretary Vince Cable and home secretary and minister for women and equalities Theresa May recently urged FTSE 350 firms to sign up to voluntary targets for the number of women on their boards by a September deadline, in an effort to increase gender diversity at the top of big companies.
This is according to a survey of 180 HR directors carried out by recruitment consultancy Robert Half, which also found that half of those who did think that there was an imbalance between males and females at work believed that family commitments were responsible for this difference.
Respondents also identified a lack of promotion opportunities (42%) and the desire to maintain a good work-life balance (36%) as key factors behind the difference in men and women's professional development.
Phil Sheridan, managing director of Robert Half UK, commented: "While it is encouraging that over three-quarters of HR directors don't view men as having an advantageous position over women in the workplace, more needs to be done.
"Companies should regularly review their succession and remuneration plans to ensure that women are treated fairly and equally, with policies to take into account their family and personal commitments."
The findings of the Robert Half survey are significantly more positive than those of recent research from financial products and services provider Friends Life, which found that the majority of working women see "no end" to obstacles to their advancement in the workplace.
The Friends Life survey found that more than half (55%) of women believed that there would still be a significant pay gap between men and women in 2020 and a similar proportion (53%) thought that they would still be facing more barriers than men to secure senior roles.
Business secretary Vince Cable and home secretary and minister for women and equalities Theresa May recently urged FTSE 350 firms to sign up to voluntary targets for the number of women on their boards by a September deadline, in an effort to increase gender diversity at the top of big companies.
Jul 13, 2011
The rise and rise of linkedin
Those of you who know me have heard me banging on about linked in for over 4 years now...
Its influence continues to grow - and the site has hit a significant landmark in the US this week.
If you need any help getting to grips with a vital tool for both candidate or hiring organisation, do get in touch...
http://thefranchisehound.com/2011/07/12/linkedin-becomes-2nd-most-popular-social-networking-site/
Its influence continues to grow - and the site has hit a significant landmark in the US this week.
If you need any help getting to grips with a vital tool for both candidate or hiring organisation, do get in touch...
http://thefranchisehound.com/2011/07/12/linkedin-becomes-2nd-most-popular-social-networking-site/
Jun 29, 2011
Direct sourcing and social media take a step forward.....
Jury's out on how BeKnown (the new Facebook app from Monster) will fare, but the 'big beast' in the field - linkedin - is upping the ante with this tool..
Question remains, will the corporates pick up the baton, or will the Rec Cons stay ahead of the curve when it comes to candidate sourcing?
LinkedIn tools could shift recruitment landscapeBut research shows limited current take-up
The debate over the business uses of social media is set to be reignited amid news that professional networking site LinkedIn is about to unveil a set of tools to push it even further into the recruitment world.
An enhanced “recruiter tool” for employers – which includes an engine for users to refer contacts for a job and a function for recruiters and managers to exchange and give feedback on candidate profiles – is in testing phase. Meanwhile a direct plug-in for employer websites, where LinkedIn members would effectively use their profiles as CVs in job applications, is also rumoured to be in development.
LinkedIn has now passed 100 million users globally, and is used by many employers searching for potential hires on the network – including “passive” users who may not be actively seeking a role change. So is it now becoming a game-changer for recruitment?
“LinkedIn is a living database and allows companies to connect with top talent and be more conversational,” says Matt Alder, director of strategic recruitment consultancy MetaShift, who is an advocate. “Employers that don’t understand how these platforms work will be at a real disadvantage.”
Global engineering and project management firm CH2M HILL is one company that has turned to professional networks to fulfil specialist roles.
David Mason, its international talent acquisition director, told PM that 10 per cent of the company’s hires in the past 12 months had come through LinkedIn, and it was typically using the platform as a sourcing stream for highly skilled roles, commanding salaries of £50,000 upwards.
He said that contributing to member groups and building an alumni community was an important part of the firm’s LinkedIn strategy.
“The big change is that we tend to focus on 10 people who match our job profile very quickly, and can invest time in managing expectations, while letting unsuccessful candidates down in a way that leaves them with a positive view of the company,” explained Mason.
He added that the ongoing challenge for HR professionals was fitting their approach to “a rapidly developing online space into their overall recruitment strategy.”
But widespread corporate use of these online channels could be overestimated, according to the CIPD’s latest Resourcing and Talent Planning survey. It found that currently 16 per cent of organisations use LinkedIn to attract applicants – a 2 per cent rise on last year.
“Our survey found the use of LinkedIn is much lower than you would expect; it doesn’t seem to be following the hype,” said Claire McCartney, the CIPD’s resourcing and talent planning adviser. “But Generation Y will increasingly look to social media and professional networks for jobs, and I think organisations need to respond and look at the positives they bring.”
McCartney added, however, that she saw such channels as being supplementary to traditional recruitment strategies, and firms “should be wary of investing all their resources in one route to generate candidates”.
LinkedIn may not be the most suitable social media conduit for hiring graduates with a limited career history, while not every experienced professional will be signed up to the network.
“Organisations need to be fishing in a really diverse pool and you will only get a certain type of person on LinkedIn,” said McCartney. “Employers need to ensure they are not preventing applications from different demographic groups.”
The emergence of social media networks as talent sourcing channels could be seen as a direct threat to recruitment consultancies – which the CIPD survey showed are still the second most popular method of attracting candidates after a company’s own corporate website.
But this is not necessarily the case, according to Julie Waddicor, managing director of Hays HR, who says the recruitment firm is actively embracing social media.
She said networks such as LinkedIn “added value for the HR community”, but cautioned against assuming that such digital techniques would be less labour intensive than traditional methods.
“To use LinkedIn effectively, firms will have to invest time in trawling through the network. And you can’t recruit above a very low level without interviewing,” said Waddicor. “But, although there are far quicker ways of attracting candidates, I can think of several roles where we’ve sourced a shortlist from LinkedIn because it has been such a niche job.”
Another company exploring the social media space is the Royal Bank of Scotland (RBS), which as well as building the profiling abilities is of its own global careers website, is running pilots on Twitter, YouTube, Facebook and LinkedIn.
This move has been with a view to “gaining an understanding of what candidates are saying about RBS as an employer brand,” said Nimai Swaroop, group head of employer branding and marketing at the banking giant.
“With increased candidate awareness and information available 24/7, our employer brand needs to respond – otherwise we could lose out on the large population currently on those networks,” he continued.
“They foster competitiveness because everyone else is online providing similar message. It is becoming increasingly important for customer and employer brands to be clear, specific and consistent about what they are actually offering.”
Question remains, will the corporates pick up the baton, or will the Rec Cons stay ahead of the curve when it comes to candidate sourcing?
LinkedIn tools could shift recruitment landscapeBut research shows limited current take-up
The debate over the business uses of social media is set to be reignited amid news that professional networking site LinkedIn is about to unveil a set of tools to push it even further into the recruitment world.
An enhanced “recruiter tool” for employers – which includes an engine for users to refer contacts for a job and a function for recruiters and managers to exchange and give feedback on candidate profiles – is in testing phase. Meanwhile a direct plug-in for employer websites, where LinkedIn members would effectively use their profiles as CVs in job applications, is also rumoured to be in development.
LinkedIn has now passed 100 million users globally, and is used by many employers searching for potential hires on the network – including “passive” users who may not be actively seeking a role change. So is it now becoming a game-changer for recruitment?
“LinkedIn is a living database and allows companies to connect with top talent and be more conversational,” says Matt Alder, director of strategic recruitment consultancy MetaShift, who is an advocate. “Employers that don’t understand how these platforms work will be at a real disadvantage.”
Global engineering and project management firm CH2M HILL is one company that has turned to professional networks to fulfil specialist roles.
David Mason, its international talent acquisition director, told PM that 10 per cent of the company’s hires in the past 12 months had come through LinkedIn, and it was typically using the platform as a sourcing stream for highly skilled roles, commanding salaries of £50,000 upwards.
He said that contributing to member groups and building an alumni community was an important part of the firm’s LinkedIn strategy.
“The big change is that we tend to focus on 10 people who match our job profile very quickly, and can invest time in managing expectations, while letting unsuccessful candidates down in a way that leaves them with a positive view of the company,” explained Mason.
He added that the ongoing challenge for HR professionals was fitting their approach to “a rapidly developing online space into their overall recruitment strategy.”
But widespread corporate use of these online channels could be overestimated, according to the CIPD’s latest Resourcing and Talent Planning survey. It found that currently 16 per cent of organisations use LinkedIn to attract applicants – a 2 per cent rise on last year.
“Our survey found the use of LinkedIn is much lower than you would expect; it doesn’t seem to be following the hype,” said Claire McCartney, the CIPD’s resourcing and talent planning adviser. “But Generation Y will increasingly look to social media and professional networks for jobs, and I think organisations need to respond and look at the positives they bring.”
McCartney added, however, that she saw such channels as being supplementary to traditional recruitment strategies, and firms “should be wary of investing all their resources in one route to generate candidates”.
LinkedIn may not be the most suitable social media conduit for hiring graduates with a limited career history, while not every experienced professional will be signed up to the network.
“Organisations need to be fishing in a really diverse pool and you will only get a certain type of person on LinkedIn,” said McCartney. “Employers need to ensure they are not preventing applications from different demographic groups.”
The emergence of social media networks as talent sourcing channels could be seen as a direct threat to recruitment consultancies – which the CIPD survey showed are still the second most popular method of attracting candidates after a company’s own corporate website.
But this is not necessarily the case, according to Julie Waddicor, managing director of Hays HR, who says the recruitment firm is actively embracing social media.
She said networks such as LinkedIn “added value for the HR community”, but cautioned against assuming that such digital techniques would be less labour intensive than traditional methods.
“To use LinkedIn effectively, firms will have to invest time in trawling through the network. And you can’t recruit above a very low level without interviewing,” said Waddicor. “But, although there are far quicker ways of attracting candidates, I can think of several roles where we’ve sourced a shortlist from LinkedIn because it has been such a niche job.”
Another company exploring the social media space is the Royal Bank of Scotland (RBS), which as well as building the profiling abilities is of its own global careers website, is running pilots on Twitter, YouTube, Facebook and LinkedIn.
This move has been with a view to “gaining an understanding of what candidates are saying about RBS as an employer brand,” said Nimai Swaroop, group head of employer branding and marketing at the banking giant.
“With increased candidate awareness and information available 24/7, our employer brand needs to respond – otherwise we could lose out on the large population currently on those networks,” he continued.
“They foster competitiveness because everyone else is online providing similar message. It is becoming increasingly important for customer and employer brands to be clear, specific and consistent about what they are actually offering.”
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