Talent Acquisition With Online Social Networks And Communities

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

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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


In the beginning – all business was social

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Satisfaction results in positive or negative word of mouth which makes a difference


Then business started scaling

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…but the social could not scale and made no difference anymore – so it disappeared from business


And companies started to develop really bad habits

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Interrupting people, targeting people, segmenting people – it felt like going to war with customers & employees


But then came the Internet & Social Media

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Blogs, wiki’s, discussion boards, tags, social networks – a massive platform of participation


And because humans were hardwired to be social

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The social reentered business and commerce with a vengeance – employees, customers could once again behave the way they’re

hardwired to behave: humanly, tribally.


So to understand how to do business in a 2.0 world

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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


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?


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


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


You cannot resist hyper-sociality

RESIST IT AT YOUR OWN PERIL


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


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


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


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?


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


Business Groups Involved in Creation

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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


Recruiting of Talent with Community Management Expertise

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Q. Where do you recruit the talent with expertise in online community management?

0% 10% 20% 30% 40% 50% 60%

Other

Externally

Both

Internally


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


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


“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


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


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

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You can’t simply mix up all the right buzz words…

Social media+

Social networking+

Best of traditional recruiting=

Social Talent Acquisition and Development


You need to truly understand the fundamentals

Social (reciprocity-based) communities +

Job opportunities+

Members/Talent=

Social Talent Acquisition and Development


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


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


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


Thank you & Questions

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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

mailto:[email protected]

http://www.beelinelabs.com/

http://www.emergergencemarketing.com/

http://www.marketingtwo.net/

http://www.cmotwo.com/

http://www.cmotwo.com/

mailto:[email protected]

http://www.deloitte.com/

http://www.hypersocialorg.com/

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Talent Acquisition With Online Social Networks And Communities