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BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
THIS MATERIAL IS LICENSED TO LINKEDIN FOR DISTRIBUTION ONLY.
Introduction
In recent years, the downturn in the global economy has forced
companies to critically eye global performance. Not surprisingly,
these dynamics are pushing talent acquisition teams to recruit and
hire more efficiently and effectively. Among the critical tools to do
so is social media, which has exploded in popularity and is revamping
the recruiting landscape. Whereas third-party recruiting agencies
once played a dominant role, especially in some geographies, now
social networking tools help internal recruiters gain more control
over their employment branding and hiring efforts. Many talent
acquisition teams, however, are still learning how best to use these
vital tools.
This Bersin & Associates research bulletin is targeted to corporate
recruiters in global organizations, and explores how two companies
– Pfizer Inc. and Red Hat – deployed LinkedIn Recruiting Solutions
worldwide. LinkedIn Recruiting Solutions provides a platform
through which talent acquisition teams can more easily communicate
with targeted talent and collaborate with other recruiters on their
teams, surpassing the value that LinkedIn by itself provides to users.
Competing for Global Talent
To be competitive in the talent market, global talent acquisition
teams should learn to execute a successful talent acquisition and
employment branding strategy using social media tools. Bersin &
Associates research shows that these tools can improve internal
team, organizational and brand performance markedly – and rapidly.
Smart use of social marketing tools gives recruiters better control of
channels used globally to communicate with target candidates and,
September 30, 2011 Volume 6, Issue 49
Using Social Networks: How Global Recruiting Tools Help Attract Top Talent
BERSIN & ASSOCIATES, LLC180 GRAND AVENUE
SUITE 320OAKLAND, CA 94612
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About the Author
Katherine Jones,Principal Analyst
Bersin & Associates provides objective
research and analysis performed in
accordance with our rigorous research
methodology. This document is
underwritten in part by LinkedIn and
represents the unbiased view of the
analyst, based on conclusions from
that research.
Research Bulletin | 2011
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
THIS MATERIAL IS LICENSED TO EXPERTUS FOR DISTRIBUTION ONLY.
BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 2
THIS MATERIAL IS LICENSED TO LINKEDIN FOR DISTRIBUTION ONLY.
Research Bulletin | 2011
if deployed discerningly, can even help companies optimize
internal performance.
Both Pfizer Inc. and Red Hat selected LinkedIn Recruiting Solutions,
including the flagship Recruiter product, to improve their employment
brands and help their talent acquisition organizations become more
cost-effective. The insights of recruiting executives from each company
demonstrate best practices for companies planning a global rollout of
LinkedIn’s Recruiter platform.
Taking Control: From “Post and Pray” to Building a Recruitment Brand That Draws Top Talent
Previously, recruiters posted a position on a job board and hoped that
qualified candidates would respond to it (hence “post and pray”). Social
networking has changed that. Today, it plays a crucial role in recruiting
candidates, supplanting less efficient job boards and first-generation
applicant tracking systems by enabling companies to locate and attract
top talent quickly and economically. Social networking solutions, like
LinkedIn Recruiter, focus on facilitating relationships between users –
because building personal relationships with candidates often proves
critical to recruitment success.
A solution such as LinkedIn Recruiting Solutions uses built-in processes
and communication tools to allow companies to communicate in a
single brand “voice” to their markets of targeted talent. Tools on
LinkedIn can quickly evaluate how effectively recruiting campaigns
reach target talent while, at the same time, enabling top talent to more
easily reach the recruiters. The result is shortening the time it takes to
fill open positions.
An Overview of LinkedIn Recruiter: Social Networking Expands and Filters the Prospect Pool
A critical element for global talent acquisition teams is the ability to
rapidly scale, a capability aided by LinkedIn’s communication platforms.
Recruiters in global talent acquisition organizations have direct access
to 120 million professionals. From this talent pool (the largest of its
kind available online), companies can source applicants looking for new
roles, as well as “passive candidates” who are not in the job market, but
may be persuaded to change for the right opportunity.
In the global war
for talent, having
a reputation as a
good employer
does not necessarily
mean the right
candidates apply
for the jobs that
are right for them.
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
THIS MATERIAL IS LICENSED TO EXPERTUS FOR DISTRIBUTION ONLY.
BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 3
THIS MATERIAL IS LICENSED TO LINKEDIN FOR DISTRIBUTION ONLY.
Research Bulletin | 2011
Case in Point: Red Hat Capitalizes on Its Ability to Attract Social-Savvy Employees
Red Hat is the leader in enterprise Linux and is the most
recognized open source brand in the world. Founded in 1993,
the company sits at the intersection of cloud computing1 and
business computing, where both the business climate and the
labor market are highly competitive. The company currently
employs approximately 4,000 people, one-half of whom are
based in the U.S., and it hires about 400 new people per year
from all around the world. So the company has recruiters
everywhere – in North America, Latin America, Europe, the
Middle East, Africa and Asia-Pacific markets.
Three years ago, Red Hat had more than 2,500 employees and
was scaling rapidly (the company was making more than $600
million in revenue). The problem was that the company did not
have any meaningful way to scale its recruiting technology and
process – nor a philosophy or approach to internal recruiting.
The company’s talent acquisition team began using LinkedIn
Recruiter after determining that the candidates being targeted
were all early adopters of LinkedIn. In fact, 95 percent of the
people Red Hat hired in the U.S. were already on LinkedIn and
75 percent of its new hires elsewhere around the globe also
already were on the social networking site (other than those in
China, the Czech Republic and Germany).
Within 30 days of launching LinkedIn Recruiter, Red Hat had
what it considered “quality wins” up and down its organization.
The company’s internal recruiters credited the tool with driving
candidates to them and the company has only seen this success
1 The term “cloud computing” originates from the common practice of using a cloud symbol to stand for the often nebulous networks (especially the public Internet) in between an end-user computer and the various servers and services that user accesses. Originally a buzzword in the IT world, cloud computing is a natural extension of the concepts of SaaS and services-oriented architectures. For instance, imagine that every one of the systems you use in your company was delivered to you on a fully SaaS basis – and yet (because those systems were designed to be open), each of those systems was fully integrated with each other. The IT department within your company would not need to worry about questions of hardware (other than the PC on your desktop), data centers, system integrations, et al. That is the vision of cloud computing.
Social networking
tools are
transforming
the recruiting
landscape.
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
THIS MATERIAL IS LICENSED TO EXPERTUS FOR DISTRIBUTION ONLY.
BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 4
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Research Bulletin | 2011
intensify in the last few years. The Red Hat Career Page on
LinkedIn is shown in Figure 1.2 e
2 Source: http://www.linkedin.com/company/red-hat/careers.
Case in Point: Red Hat Capitalizes on Its Ability to Attract Social-Savvy Employees (cont’d)
Figure 1: Red Hat’s Career Page
Source: LinkedIn. 2011.
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
THIS MATERIAL IS LICENSED TO EXPERTUS FOR DISTRIBUTION ONLY.
BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 5
THIS MATERIAL IS LICENSED TO LINKEDIN FOR DISTRIBUTION ONLY.
Research Bulletin | 2011
Social Networking in Recruiting
Social networking supports hiring managers in several ways, by:
• Enhancingcommunicationbetweenrecruiters,andbothjobseekers
and passive candidates;
• Enablingapplicantevaluationthroughtheuseofonlineprofiles
and references; and,
• Helpingtobuildaconsistentemploymentbrand.
LinkedIn Recruiter resides on a social networking-based search
and communications platform through which talent acquisition
professionals can:
• SearchdeeperintotheLinkedInprofessionalnetwork;
• Communicatedirectlywithtargetedtalent;and,
• Collaboratewithintherecruitingteam.
Recruiters today often use LinkedIn as end-users to search for talent;
LinkedIn Recruiter allows them to expand those capabilities.
LinkedIn Recruiter also enables recruiters to better source candidates
and to more successfully collaborate in the search process. Recruiters
can share searches, profiles, notes on candidates and “InMails3,” so
that talent management teams can collaborate effectively, whether on
recruitment, hiring strategies or employee branding initiatives.
In addition, recruiters can conduct searches of all LinkedIn profiles and
initiate conversations with target candidates anywhere in the world
using the built-in templates at LinkedIn InMail. Talent acquisition teams
can create personal profiles that attract targeted talent, post jobs
directly from LinkedIn Recruiter to LinkedIn Jobs Network, monitor
conversations across the web, set profile reminders to follow up with
candidates in a timely fashion and collaborate across LinkedIn Groups
with peers while also communicating in Groups with job seekers (see
Figure 2).
3 “InMail®” is LinkedIn’s messaging environment.
Social networking
tools help internal
recruiters gain
more control over
their employment
branding and
hiring efforts.
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
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BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 6
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Research Bulletin | 2011
Branding to Hire
Recruitment brand-building is critical, and requires both building a
consistent global brand and controlling the channels through which
that brand’s message is conveyed. LinkedIn Recruiting Solutions allows
enterprises to build a recruitment brand campaign through its ability
to foster connections to and build closer connections with job seekers,
and to enhance brand awareness among a global talent pool. LinkedIn
achieves this whereas traditional applicant tracking systems cannot (see
the following case in point).
Figure 2: LinkedIn Recruiter
Source: LinkedIn. 2011.
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
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BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 7
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Research Bulletin | 2011
Case in Point: Pfizer Goes Social for Employment Branding
Pfizer Inc., founded in 1849 and headquartered in New York,
is a leading global biopharmaceutical company that offers
prescription medicines for humans and animals worldwide.
Historically, the company had a decentralized talent
organization, with recruiters reporting up through different
lines of business or regions. In 2009, recognizing the need to
scale and coordinate recruiting efforts to build a recruitment
brand and attract top talent, the company formed a global
talent acquisition team.
Today, Pfizer has a vice president of talent acquisition, under
whom are regional directors who manage recruitment within
each geographic region. The company’s talent acquisition model
enables its directors to create teams to meet the specific talent
acquisition needs of each region. Currently, the company has 51
recruiters across the globe using the LinkedIn Recruiter platform.
The only area in which the company has not completely rolled
out LinkedIn Recruiter is in the Asia-Pacific market.
The company’s applicant tracking system does not enable it to
accurately track the source of hires, so LinkedIn Recruiter has
become the resource through which Pfizer’s talent acquisition
team does this. The team can view the volume of activity
generated by jobs placed on the LinkedIn Jobs Network, see
who views each job and understand how well jobs are being
seen to determine whether jobs posted are reaching the target
audience. The manager of branding and operational excellence
for Pfizer cites the level of reporting it receives from LinkedIn
Recruiter and LinkedIn Reports as unparalleled.
“[LinkedIn] is a significant connection partner that
supports my team’s strategy and helps us reach
around the globe with ease. It has truly made the
world a lot smaller.”
LinkedIn Recruiting Solutions have proven to be so powerful
within Pfizer that the company recently launched its new global
recruitment brand using LinkedIn as the primary vehicle. The
Recruitment brand-
building is critical,
and requires
both building
a consistent
global brand and
controlling the
channels through
which that
brand’s message is
conveyed.
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
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BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 8
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Research Bulletin | 2011
company derives recruitment insights from the solution to
understand how people perceive the Pfizer brand and then
launches targeted materials to give individuals information
requiring feedback, which can be measured again to see
how perceptions of the Pfizer employee brand are changing.
Recruiters also use the question-and-answer section on LinkedIn,
so that they can build credibility with their own personal brands
on LinkedIn. e
For industries whose target candidates tend to be technologically
savvy, LinkedIn Recruiter may offer an ideal social networking
recruitment solution.
Red Hat uses LinkedIn Recruiter to drive top talent who is already using
LinkedIn to the Red Hat brand.
Case in Point: Red Hat’s Talent Pool
Red Hat realized that the vast majority of the company’s target
talent pool was already using LinkedIn, in part due to the
“early adopter” mentality of the company’s technology-driven
industry. The talent acquisition team held internal discussions
about the metrics on finding the right candidates for Red Hat,
using LinkedIn Recruiter to help convince colleagues to invest
time in learning the platform. The company decreased spending
on, and use of, its other recruitment tools after internal research
showed that people were getting results with
LinkedIn Recruiter. e
Best Practices in Social Recruiting
From these LinkedIn deployments, best practices are beginning
to emerge:
• Startwithsmallpilots;
• Measureinitialsuccessbeforeglobalrollouts;
Case in Point: Pfizer Goes Social for Employment Branding (cont’d)
To be competitive
in the talent
market, global
talent acquisition
teams should
learn to execute
a successful talent
acquisition and
employment
branding strategy
using social
media tools.
A N A LY S I S
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
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BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 9
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Research Bulletin | 2011
• Providetrainingtotherecruiterswhowillusethetoolandthen
ensure that it is actually being used.
For the global organization, LinkedIn Recruiter provides key flexibility –
it can be scaled as needed and used as required in various markets
to meet different recruiting needs. Starting small gives talent
organizations the option to “tweak” strategies that work best in
different markets as they increase their use of LinkedIn Recruiter.
Case in Point: Piloting at Pfizer
Pfizer’s talent acquisition team initially started small –
purchasing three LinkedIn Recruiter user licenses and five
Job Slots4 in the U.S. in 2008. The three user licenses were
purchased for use by junior-level recruiters who supported the
company’s three major divisions (sales, business, and research
and development), each of whom is responsible for posting jobs
and assessing the efficacy of the solution. When Pfizer recruiters
realized that they could find the majority of candidates without
using agencies, they invested further in LinkedIn Recruiter. e
Successful Deployment of LinkedIn Recruiter
When deploying a new solution to a team of recruiters who work in
different time zones and geographies, the following three issues are
essential to success.
1. Training – Continually reinforcing correct behaviors and training on
new processes help users to extract the greatest value from a social
networking investment. It also clarifies what works best in which
locations. Teams may have different needs depending upon cultural
norms, talent pools targeted, et al.
2. Utilization – Making sure that staff members use the
solution deployed.
3. Measurement – Effectively assessing the results. Metrics matter.
4 “Job Slots” are the job postings on the LinkedIn Jobs Network that automatically target relevant candidates.
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
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BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 10
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Research Bulletin | 2011
LinkedIn Recruiter gives users the ability to customize their usage
reports, enabling talent acquisition leaders to track how successfully
their recruiting teams operate around the globe. This software also
offers metrics by which to assess the company’s own communication
and team performance.
Case in Point: Pfizer Measures Recruiter Use
Customized reports allow Pfizer’s talent acquisition team
to monitor adoption rates and understand where in
the organization training is most needed. The company
acknowledged spending an “inordinate” amount of time on
change management and holding repeat training sessions for its
talent acquisition staff.
LinkedIn representatives went to regional team meetings and
attended a lengthy all-hands meeting in New York at which every
recruiter in Pfizer was present. Pfizer’s global talent acquisition
leaders also worked with its sourcing teams and hiring managers
as they collaborated on the skills sets sought, while using LinkedIn
to post jobs and post their own profiles. What made this possible
was the company’s ability to measure recruiter usage rates on
LinkedIn Recruiter, and to monitor region-by-region usage rates
and InMail response rates for each recruiter.
• ForacompanydealingwithteamsinEuropeanandAsian
markets that routinely use external recruiting agencies,
LinkedIn Recruiter has had a transformational effect on
Pfizer’s recruiting organization.
• Pfizer’stalentacquisitionleadershipinitiallyhadearly
successes with LinkedIn Recruiter to foster broader global
adoption within the team by having each of its regions
nominate a person from their team who would serve in a
“super user” role. In recognizing and rewarding these users,
the company encouraged other team members to follow
their leads. The effort has proved successful. Pfizer overcame
a dependence on external recruiting agencies in some of its
international markets by demonstrating how it could deliver
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
THIS MATERIAL IS LICENSED TO EXPERTUS FOR DISTRIBUTION ONLY.
BERSIN & ASSOCIATES
BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 11
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Research Bulletin | 2011
the same, if not better, results with LinkedIn Recruiter.
Talent acquisition leadership members leveraged the
advantage of their inside view; they inherently had a better
“picture” of the organization and culturally understood the
organization better than any outside agency ever could. e
Monitor Usage Patterns for Faster Global Deployment
Monitoring usage and response enables talent acquisition organizations
to pinpoint where recruiter training is needed most, thereby
streamlining deployment of social networking solutions like LinkedIn
Recruiter while enhancing team performance. For example, Red
Hat’s senior director of global talent acquisition and infrastructure
commented that the firm could have sped up the adoption and
effectiveness of LinkedIn Recruiter with a more regional rather than
global approach. The company’s recruiting leaders found that they had
to spend time working with each regional market’s team members to
help them gain familiarity with the tool.
Reduce Total Recruiting Costs
Monitoring recruitment successes also helps teams better understand
how targeted talent perceived the company’s brand. It also
demonstrated the savings derived through the use of LinkedIn Recruiter.
Case in Point: Red Hat Lowers Cost of Recruiting
With its global rollout of LinkedIn Recruiter, Red Hat reduced
its agency fees by 80 percent and total cost of recruiting by 20
percent. The company dramatically reduced its job board budget
once LinkedIn Recruiter was put in place. It then redirected 60
percent of the money saved into building the team, and funding
the company’s relationship with LinkedIn and others. Red Hat
also has reduced the time it takes to source candidates. At the
same time, the company has increased hiring by 20 percent. Red
Hat reports a dramatic change in time to present and time to fill
Case in Point: Pfizer Measures Recruiter Use (cont’d)
With its global
rollout of LinkedIn
Recruiter, Red Hat
reduced its agency
fees by 80 percent
and total cost of
recruiting by
20 percent.
KEY POINT
BERSIN & ASSOCIATES © 2011
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Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
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BERSIN & ASSOCIATES © 2011
Using Social Networks Katherine Jones | Page 12
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Research Bulletin | 2011
since it began using LinkedIn Recruiter. According to the senior
director of talent acquisition and infrastructure for Red Hat,
“Three years ago, we largely outsourced looking
for many of our critical hires; now today we largely
in-source and use the LinkedIn Recruiter platform for
our critical hires. We did not have a good database
frankly, so it instantly gave us a database that far
exceeded any of the vendors we were using. Then it
was just incumbent on us to get the
maximum benefit.” e
Bersin & Associates ongoing research demonstrates that tracking metrics
is important to evaluating recruiting performance. Recruiting managers
who measure their cost-savings (e.g., in vendor fees or time required to
source a candidate) not only lower their total cost of recruiting, but also
can better explain the quantitative value of their efforts to the company
as a whole.
Not incidentally, the companies we spoke with believe that they are
hiring a higher caliber of candidate today than they were before they
began using LinkedIn Recruiter. Whether this is due to greater ease of
targeting candidates or to the significant investment these companies
have made in training staff on how to use LinkedIn Recruiter is not
clear. To these companies, however, the benefits are clearly tangible.
Using LinkedIn Recruiter, Red Hat and Pfizer, Inc. report that they were
able to:
• Addressstrategicglobaltalentacquisitionandperformance
management needs;
• Useasocialnetworkingstrategyandsolutionforrecruitertraining
and recruitment brand building needs;
• Monitorandmeasuretalentacquisitionperformanceinternally;
• Buildrelationshipswithtargettalentonascaleheretofore
unmatched; and,
• Reduceoverallhiringbudgets.
Case in Point: Red Hat Lowers Cost of Recruiting (cont’d)
Consider
incomplete
profiles. Red Hat
recruiters found
that top candidates
were so busy at
work, they had
not taken time
to update their
profiles. As the
company’s senior
director of talent
acquisition and
infrastructure
noted, “Those
are probably the
people we want
to target.”
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
BERSIN & ASSOCIATES, LLC6114 LA SALLE AVENUE
SUITE 417OAKLAND, CA 94611
(510) 654-8500INFO@BERSIN.COMWWW.BERSIN.COM
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Using Social Networks Katherine Jones | Page 13
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Research Bulletin | 2011
Social Media in Recruiting: First Steps
For organizations actively recruiting, this research offers some guidance
on how to enhance and elevate those efforts, including the following.
• Ifthemajorityofcandidateswhothecompanyhashiredoris
targeting to hire is on LinkedIn, then LinkedIn Recruiter may prove
to be a useful tool. Both Red Hat and Pfizer executives told us that
this knowledge convinced them to invest in LinkedIn Recruiter.
• Evaluateyourtalentacquisitiongoalsbeforecommittingtoasocial
recruiting strategy. Start with a pilot program and evaluate its
results before going global.
• Deployacustomizedregion-by-regionrollout.Whatworksin
Europe, for example, does not necessarily work in Latin America.
Companies interviewed here had the flexibility to use a variety of
different products, depending upon the regional team’s needs.
• Rolloutenhancedcorporateprofilepagesandcareerpages
targeted to specific regions and functions.
• Encouragerecruiterstobuildrobustandmeaningfulpersonal
profiles. Recruiters with good personal profiles have the highest
response rates and the most conversions. Recruiters who do not
seem to be authentic or well-informed about the jobs they are
seeking to fill are less successful. Pfizer has done significant training
with its recruiting teams to teach them how to build their own
personal recruitment “brands,” including training them to write
effective InMails.
• Thecompaniesparticipatinginthisresearchsharedtheactivities
which their recruiting leadership cited as most critical to the success
of these programs:
o Provide ongoing training;
o Build annual training and host monthly drop-in webinars for all
recruiters using the application;
o Develop tools to educate hiring managers and colleague groups
on effective usage of LinkedIn;
Encourage
recruiters to
build robust
and meaningful
personal profiles.
KEY POINT
BERSIN & ASSOCIATES © 2011
BERSIN & ASSOCIATES
Research Bulletin | 2011
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SUITE 417OAKLAND, CA 94611
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o Monitor quarterly recruiter usage rates and InMail response
rates region by region to best determine how to improve
training; and,
o Add LinkedIn usage rates and “Who’s Viewed This Job” analytics
to the recruiters’ dashboards.
• Encouragerecruitingteamstogiveequalcredencetoincomplete
(or “skeleton”) profiles on LinkedIn. Red Hat recruiters found that
many top candidates have incomplete profiles. A likely explanation
is that they are so busy at work they have not had time to update
their profiles, but were likely the very candidates the company most
wanted to attract.
• Sharebestpractices;partnerwithcorporatecommunicationsto
make sure that the company speaks with one brand “voice.”
• Leveragescaletosavecostsanddevelopasocialmediapolicy.
• Employeesarethebestbrandambassadors.Engagethemin
promoting the company’s image as a good place to work and
feature them in the company’s social media. Their personalized
presence often establishes the emotional connection that top
candidates seek.
Conclusion
Bersin & Associates sees social marketing tools transforming global
recruiting practices. In today’s talent wars, companies which exploit the
cutting-edge potential of social networking have discovered that they
can hire faster and smarter. They have successfully and economically
targeted an expansive pool of top talent through collaborative hiring
processes that are enabled by social networking. The exploding
popularity of sites, such as LinkedIn, is revolutionizing recruiting –
allowing companies to expand their searches for top talent around the
globe in minutes.
In today’s talent
wars, companies
which exploit
the cutting-edge
potential of social
networking have
discovered that
they can hire faster
and smarter.
KEY POINT
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Research Bulletin | 2011
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Using Social Networks Katherine Jones | Page 15
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Research Bulletin | 2011
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