I consider myself very philosophical. But I do not like the proverbial chicken and egg question. And I get asked this a lot: What do you think comes first? A great company to work for or great people who work there? To me it’s just an exercise in futility because, at the end of the day, one doesn’t exist without the other. That is, without good people, it’s extremely difficult for an organization to be great. And vice versa. In 2009, employee turnover cost U.S. businesses an estimated $300 billion. The staggering cost of employee turnover can be viewed as simply the cost of doing business, however, additional damage occurs when turnover is compounded by poor hiring and management practices. (
The Real Cost of a Bad Hire, TEK Systems)
Finding Great People
But that means you have to be deliberate and thoughtful in your hiring practices. It’s tempting to make rash hiring decisions because you simply “need a body.” But that wrong body in the wrong job can end up costing your company more in the long run. With today’s economy and operating costs, companies simply can’t afford to hire “bad eggs.”
The scarcest commodity in business is not customers or technology capital — its people. And the greatest challenge for recruiters and leaders isn’t just hiring people — it’s hiring the right people for the right jobs. When people operate in their “sweet spot,” they lead, naturally. You don’t have to tell them to lead. You don’t have to ask them to lead. They just do it. (Developing Great Leaders for Great Companies, Steve Olson, Generative Consulting)
Tagged as:
Employee Engagement,
hiring,
leadership,
recruiting
Original post: Developing a Social Media Strategy, By Ryan Leary, Kenexa
As the saying goes, the more things change, the more they stay the same. For corporate recruiters, the need to attract qualified talent in an effort to build a talent pipeline is the same. But how recruiters build talent communities and connect with both passive and active candidates is changing. There’s no denying that recruiting is experiencing a powerful paradigm shift powered by Web 2.0 technology. Web 2.0 is a new category of Internet tools and technologies that includes blogs; social networking sites such as Facebook, LinkedIn and Twitter; and content communities such as YouTube and Flickr that encourage collaboration and communication. According to a recent McKinsey & Company survey on Internet technologies, two-thirds of respondents view Web 2.0 as an important part of maintaining their company’s market position, either to provide a competitive edge, match the competition or address customer demand.
Web 2.0 encompasses social and professional networking platforms. For recruiters, social networking provides an opportunity to connect with a new generation of people and candidates. You may be asking yourself, “Do I really need to incorporate social networking into my recruiting strategy?” Once you realize that it was only 10 years ago when organizations shifted from sourcing candidates through newspaper classifieds to online job boards, you’ll know the answer is an emphatic “yes.’ Building online talent communities through social and professional networking platforms provides more opportunities to communicate with active and passive candidates, build meaningful relationships, strengthen your employment brand and fill open positions quickly.
Tagged as:
kenexa,
recruiters,
recruiting,
social networks,
social recruiting,
talent communities
Research commissioned by Microsoft in December 2009 found that 79 percent of United States hiring managers and job recruiters surveyed reviewed online information about job applicants.
Most of those surveyed consider what they find online to impact their selection criteria. In fact, 70 percent of United States hiring managers in the study say they have rejected candidates based on what they found.
Review the results of the survey to see how online reputations impact people’s lives. The research comes from interviews with over 1,200 hiring and recruitment managers and 1,200 consumers in the United States, the U.K., Germany and France.
The results of the research reveal what you post on the Internet and what people post about you can affect your professional life.
Monitor your online reputation
First, find out what information is already on the Internet and assess the impression it leaves on people.
Follow these tips to monitor and evaluate your online reputation:
- Search your name. Begin by typing your first and last name into several popular search engines to see where you are mentioned and in what context.
- Focus your search. To get more precise results, put quotation marks around your name, so that the search engine reads your name as a phrase and not as two or more unrelated words that just happen to appear in the text. If you find other people who share your name, you can eliminate many false hits by using keywords. You can add keywords that apply only to you, such as your city, your employer, or a hobby.
Tagged as:
data privacy,
hr,
microsoft,
online reputation,
Recruiting,
recruiting,
social media
Original Post: The Many Benefits of Social Network Recruiting: Making a Compelling Business Case
How do you convince cynical executives to fund a social network recruiting effort?
It’s hard to argue against the statement that social networking (i.e., Facebook, Twitter, YouTube) is an extremely hot topic in business. But I have yet to find a single CFO or senior executive willing to fully fund a comprehensive social network recruiting strategy based merely on the fact that it’s a hot concept.
Even when budget is made available, most organizations need to develop measures to help direct spending into the right efforts that will provide them with the highest recruiting impact and ROI. There is no escaping it: making a compelling business case must become a priority for social network recruiting champions.
In this article, I’ll provide an outline of the four basic business case steps covering how to secure funding during these tight economic times.
Business Case Step #1: Identify the Potential Benefits of Social Network Recruiting
Provide targeted executives with a list of potential benefits and then simply have them select the ones that (if proven) would be compelling enough to positively influence their decision. Have them eliminate benefits that, whether true or not, wouldn’t influence their decision.
With that guidance in hand, design a process that focuses on proving only those benefits that were selected as highly compelling.
Tagged as:
Recruiting,
recruiting,
social networking
Original Source:
Definitive Guide to Corporate HR Blogging
Real-time social networking via Twitter, Facebook, etc. is certainly all the rage. But fundamentally, blogging still remains the best way to build brand, authority and thought leadership. Lots of companies blog and more and more are joining the world of blogging on a regular basis. Corporate HR blogging on the other hand has a long way to go.
Ben Yoskovitz and Susan Burns have written a definitive guide for corporate HR blogging — a practical, how-to guide on how to setup a blog, get management approval, write great content and build traffic. The guide is 31 pages long – but it’s broken up into small chunks that are easy to read and digest. There’s a list of Top 10 Corporate HR Blogging Tips near the end, along with a list of great online resources for blogging, HR and recruitment.
What you’ll learn:
- Why blogging is important to your success in HR/recruiting
- How to develop the business case for blogging
- How to get management approval
- How to handle bad news and negative criticism
- How to start a blog – the technology, definitions, and more
- How to write a blog – editorial calendars, story ideas, research
- How to build traffic – linking, social media, commenting, etc.
- How to go beyond blogging – Twitter, social networks
Tagged as:
corporate blogging,
recruiting
I consider myself very philosophical. But I do not like the proverbial chicken and egg question. And I get asked this a lot: What do you think comes first? A great company to work for or great people who work there? To me it’s just an exercise in futility because, at the end of the day, one doesn’t exist without the other. That is, without good people, it’s extremely difficult for an organization to be great. And vice versa. In 2009, employee turnover cost U.S. businesses an estimated $300 billion. The staggering cost of employee turnover can be viewed as simply the cost of doing business, however, additional damage occurs when turnover is compounded by poor hiring and management practices. (The Real Cost of a Bad Hire, TEK Systems)
