Posted by Robin Erickson on August 26, 2014
A soon-to-be-released Bersin by Deloitte study on High-Impact Talent Acquisition1 finds that social media use is a key driver of talent acquisition (TA) performance and a telltale sign of maturity in using TA strategically to enable the business. Mature organizations embrace the opportunity to leverage social media not only as a recruiting vehicle but also as an outlet to promote their employment brand, even going so far as to hire strategists to “curate” social media content. In fact, the study finds that the most mature TA functions are five times more likely to have effective social media campaigns than the least mature TA functions. Why does this matter? Because talent “lives” online these days, and social media is one of the most popular (and highly populated) neighborhoods, making it a prime source for recruiting.
In the last decade, the Internet has revolutionized employees’ ability to search for jobs and market their skills. Current and potential employees can learn about an organization via a quick Internet search, as well as find open positions located anywhere in the world. Those with critical skills in scarce supply can easily identify organizations willing to pay them more money to switch employers. Even more, the advent of social networking also enabled passive job hunting — even when happily employed; simply posting one’s employment experience on a social or professional networking site can result in employers reaching out with opportunities.2
To stay competitive in today’s global talent marketplace, employers and recruiters should embrace social technologies as quickly as they can, provided they do it in a meaningful and measurable way. There are many schools of thought on strategic social media implementation, but organizations tend to commonly agree that presenting authentic and transparent content is essential. Recruiting efforts can leverage social media to broadcast an array of information, not only job feeds but also items that reflect core values or corporate culture, such as company happenings (for example, charitable or corporate social responsibility activities), positive media coverage, awards, and other types of recognition.
Getting started with social media and understanding not only where to begin but also how to sustain an effective presence in cyberspace can be daunting. Starting small during the exploration period is common, with further growth as organizations begin to realize the importance of return on investment. Some initial points to address include:
Mature TA functions may opt to hire a social media strategist to curate content and align recruiting and marketing efforts with evolving social media platforms. The strategist is typically responsible for formulating the organization’s social media recruiting strategy, facilitating the sourcing/recruiting process through new media platforms, and building an online brand presence.
If you’re looking for a roadmap to mature in your TA capabilities, I hope you’ll join me at the following webinars where we’ll delve more deeply into our High-Impact Talent Acquisition report findings:
|Robin Erickson, Ph.D., is the Vice President for Talent Acquisition Research at Bersin by Deloitte, Deloitte Consulting LLP. She writes about various topics in talent acquisition, including integrating with talent management, improving quality of hire for critical jobs, leveraging social recruiting to build talent pools, and building a global recruiting function.
Follow Robin on Twitter @RAEricksonPhD and visit her blog, Talent Magnetism.
1 High-Impact Talent Acquisition: Key Findings and Maturity Model, Bersin by Deloitte / Robin Erickson, Ph.D., September 2014.
2 For more on this topic, see The Talent Acquisition Primer, Bersin by Deloitte / Robin Erickson, Ph.D., and Kim Lamoureux, October 2013. Available to research members at www.bersin.com/library.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.