Sns presentation final

Online Technologies and Their Impact on Recruitment Strategies: Using Social Networking Websites To Attract Talent

©SHRM 2008 2

Introduction

Building relationships and networking has always been one of the best ways for staffing professionals to source job candidates and for job seekers to find jobs. The technological frenzy of the 21st century is having a profound impact on recruiting strategies, whilst still allowing the human element of relationships to remain at the core.

This survey investigated how staffing professionals are using online technologies, specifically social networking sites, for recruitment and screening of job candidates. Social networking sites provide a unique method of allowing staffing professionals to source, contact and screen both active and passive job candidates.

Source: SHRM Staffing Research: Online Technologies and Their Impact on Recruitment Strategies (2008, July - September)

©SHRM 2008 3

Figure 1: Recruiting Sources Primarily Used When Recruiting Job Candidates

3%

0%

0%

1%

1%

1%

2%

3%

3%

3%

5%

5%

8%

8%

12%

13%

16%

35%

43%

48%

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

Other

Radio advertising

TV advertising

Research/ sourcing firms

Open house events

Trade publications (print & online)

Online campus recruiting

Social networking sites (Facebook, MySpace, Friendster)

Temporary agencies

Informal networking

Direct hire agencies/ search firms (excluding temp agencies)

Regional online job boards

On-campus college recruiting

J ob fairs

P rint advertising

Industry-specific/ niche online job boards

Internal job postings

Career section of organization's website

Employee referrals

National online job boards (e.g. careerbuilder.com, hotjobs.com etc.)

Note: Percentages do not total 100% because multiple response options were used. Respondents were asked to select their top three primary recruiting sources.


n=571

• National online job boards, employee referrals and the career section of an organization’s website, are the primary sources used for recruiting.

©SHRM 2008 4

Table 1: Influences on a Hiring Decision From Information Implicitly or Explicitly Found on an Applicant's Social

Networking Profile

Would be much less likely to hire

Would be somewhat less likely to hire

Would be neither more likely nor less likely to hire

Would be somewhat more likely to hire

Would be much more likely to hire

Unusual hobbies (n=43) 2% 5% 93% 0% 0%

Information or pictures concerning romantic exploits (n=42)

26% 21% 52% 0% 0%

Involvement in volunteer or civic groups (n=44)

0% 2% 36% 52% 9%

Revealing private or confidential information about former or current employers (n=44)

52% 41% 7% 0% 0%

Personal views, values, and/ or morals contradictory to your own organization (n=44)

11% 43% 43% 2% 0%

Involvement in professional societies or organizations (n=44)

2% 0% 30% 59% 9%

Information on the applicant’s profile page contradicts that provided on the applicant’s resume, cover letter, or CV (n=44)

52% 41% 2% 5% 0%

Note: Percentages may not total 100% due to rounding.A subset of participants were surveyed. Those who don’t currently use social networking sites to screen job applicants were excluded.


©SHRM 2008 5

Table 1: Influences on a Hiring Decision From Information Implicitly or Explicitly Found on an Applicant's Social

Networking Profile (continued)

Would be much less likely to hire

Would be somewhat less likely to hire

Would be neither more likely nor less likely to hire

Would be somewhat more likely to hire

Would be much more likely to hire

Information on the applicant’s profile page supports that provided on the applicant’s resume, cover letter, or CV (n=44)

0% 5% 34% 46% 16%

Slanderous or otherwise negative discussion of former or current employers (n=44)

43% 50% 5% 2% 0%

Negative or slanderous discussion of the applicant’s friends, peers, or coworkers (former or current) (n=44)

41% 46% 11% 2% 0%

Excessive alcohol use (n=44) 41% 39% 21% 0% 0%

Personal views, values, and/ or morals similar to your own organization (n=43)

2% 5% 51% 37% 5%

Illegal drug use (n=44) 80% 18% 2% 0% 0%

Positive or complimentary discussion of former employers (n=44)

0% 7% 55% 30% 9%

• Negative information has a greater influence on hiring decisions, than positive information.



©SHRM 2008 6

Figure 2: Usage of Social Networking Sites as an HR Tool

0%2%

7%

12%

79%

4%

9%13%

18%

56%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Always Frequently Occasionally Seldom Never

2006 (n=297) 2008 (n=529)


• Social networking sites are being used more frequently now as an HR tool, than they were two years ago.

©SHRM 2008 7

Figure 3: Usage of Online Search Engines as an HR Tool

26%27%

10%

23%

21%

29%

22%

12%

16%

13%

0%

10%

20%

30%

Always Frequently Occasionally Seldom Never

2006 (n=297) 2008 (n=533)

Note: Percentages may not total 100% due to rounding.


• Online search engines are being used more frequently now as an HR tool, than they were two years ago.

©SHRM 2008 8

Figure 4: Average Number of Hours Spent per Week on Social Networking Sites Related to Recruiting and

Screening Applicants

49%

24%

13%

2%6%

3% 3%

51%

28%

10%5%

3% 3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0-2 3-5 6-10 11-15 16-20 21-30 31-40 over 41

Number of Hours

Recruiting Applicants (n=94) Screening Applicants (n=39)

Note: Percentages may not total 100% due to rounding.A subset of participants were surveyed. Those who don’t currently use social networking sites to screen or recruit job applicants were excluded.


• A few hours a week are spent recruiting and screening applicants on social networking sites.

©SHRM 2008 9

Figure 5: Usage and Intention of Using Online Search Engines and Social Networking Sites to Screen Job

Applicants at Any Point in the Hiring Process

53%

9%

4%

34%

67%

18%

2%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

No, we have never and donot plan to

No, we have never, butplan to

Yes, we did previously,but do not plan to again

Yes, we currently usethis online tool to screen

applicants

Online Search Engines (n=381) Social Networking Sites (n=388)


• Most organizations do not use online search engines and social networking sites to screen applicants.

©SHRM 2008 10

Figure 6: Usage and Intention of Using Social Networking Sites to Recruit or Contact Potential Job Applicants

3%

19%

34%

45%

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

Yes, we did previously, butdo not plan to again in the

future

No, we have never, but planto in the future

Yes, we currently usethese sites to recruit/

attract potential applicants

No, we have never and donot plan to in the future

n=371

Note: Percentages may not total 100% due to rounding.A subset of participants were surveyed. Those who don’t currently use social networking sites to recruit job applicants were excluded.


• Close to one-half of organizations do not use social networking sites to recruit/contact applicants.

©SHRM 2008 11

Figure 7: Methods Used on Social Networking Sites to Recruit or Contact Potential Applicants

7%

16%

24%

53%

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

Other

Create a group or page for yourorganization to post information

and career opportunities

Both create a group or page w ithinformation about your

organization and search forpassive applicants using thesocial networking website's

search feature

Search for passive recruits orapplicants by using the socialnetworking website's search

feature

n=103

Note: A subset of participants were surveyed. Those who don’t currently use social networking sites to recruit job applicants were excluded.Source: SHRM Staffing Research: Online Technologies and Their Impact on Recruitment Strategies (2008, July - September)

• For recruiting/contacting potential applicants, social networking sites are primarily used to search for passive applicants.

©SHRM 2008 12

Figure 8: Points in the Hiring Process Where Social Networking Sites are Used to Screen Applicants

6%

8%

37%

41%

47%

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

Other

After extending an offer foremployment to the applicant

After offering a formalinterview, but prior toextending an offer for

employment to the applicant

After initially contacting theapplicant, but before offering

a formal interview to theapplicant

Prior to actually contactingthe applicant for the first time

n=51



• Social networking sites are mainly used prior to contacting the applicant for the first time, prior to an interview and before extending a formal offer to the applicant.

©SHRM 2008 13

Figure 9: Existence of a Formal Policy for Using Social Networking Sites to Screen Applicants

2%

3%

10%

13%

72%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Yes, formal policy allowinguse of these sites

Yes, formal policy againstuse of these sites

No, there is no formalpolicy but there is an

informal policy allowing useof these sites

No, there is no formalpolicy but there is an

informal policy against useof these sites

No, there is no formal orinformal policy at all withregards to use of these

sites

n=471


• Most organizations do not have a formal policy regarding the use of social networking sites for screening applicants.

©SHRM 2008 14

Figure 10: Intention to Implement a Formal Policy for Use of Social Networking Sites to Screen Applicants

11%

89%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Yes, our organization plansto implement a policy

within the next 12 months.

No, our organization doesnot have plans to

implement a policy

n=208

Note: A subset of participants were surveyed. Those who have a formal plan regarding the use of social networking sites were excluded.Source: SHRM Staffing Research: Online Technologies and Their Impact on Recruitment Strategies (2008, July - September)

• Most organizations don’t plan to implement a formal policy for the use of social networking sites for screening applicants.

©SHRM 2008 15

Figure 11: Job Levels Social Networking Sites are Used for to Recruit or Contact Potential Applicants

15%

27%

32%

54%

58%

0% 10% 20% 30% 40% 50% 60% 70%

Consultants

Executive level (e.g., CEO,CFO)

Non-exempt employees/Non-management (e.g.,

assistant, secretary, retail.hospitality, etc.)

Middle management (e.g.,director, manager,

supervisor)

Exempt/ Non-management(e.g., coordinator,

specialist)

n=125

Note: Percentages may not total 100% because multiple response options were used.A subset of participants were surveyed. Those who don’t currently use social networking sites to recruit job applicants were excluded.


• Social networking sites are primarily used to recruit exempt/non-management and middle management applicants.

©SHRM 2008 16

Table 2: Effectiveness of Social Networking Sites for Recruiting Applicants at Each Job Level in the Past 12

Months

Very ineffective

Somewhat ineffective

Neither effective nor ineffective

Somewhat effective

Very effective

Non-exempt employees/ Non-management (e.g., assistant, secretary, retail, hospitality, etc.) (n=60)

10% 12% 40% 32% 7%

Exempt/ Non-management (e.g., coordinator, specialist) (n=86)

4% 11% 26% 49% 12%

Middle management (e.g., director, manager, supervisor) (n=75)

4% 9% 23% 44% 20%

Executive level (e.g., CEO, CFO) (n=52)

12% 14% 29% 31% 15%

• Social networking sites are effective in recruiting applicants of all job levels, they are most effective for exempt/non-management and middle management positions.



©SHRM 2008 17

Figure 12: Why Organizations Use Social Networking Websites to Recruit or Contact Applicants

3%

18%

18%

20%

25%

27%

29%

31%

35%

38%

40%

69%

0% 10% 20% 30% 40% 50% 60% 70%

Other

Allows for effective dissemination of job and organization related information

To create an online community focused on my organization

Results in a large quantity of applicants relative to the amount of time and effortinvested

Able to identify potential applicants in other geographic regions

Results in more qualified applicants relative to the amount of time and effortinvested

Allows for potential applicants to easily contact your organization aboutemployment

Able to target a specific geographic region in which to recruit applicants

To increase employer brand and recognition

Can target applicants with a very specific set of skills

Able to target a specific job level to recruit or contact (i.e., entry level, managers,executives, etc.)

Able to recruit passive applicants which might not otherwise apply or be contactedby your organization

n=125



• The number one reason social networking sites are used is to recruit passive applicants who might not otherwise apply or be contacted by an organization.

©SHRM 2008 18

Figure 13: Why Organizations Do Not Use Social Networking Websites to Recruit or Contact Applicants

15%

19%

21%

21%

22%

42%

49%

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

Other

HR staff does not have theknow ledge or skills to recruit

using this method

Results in a smaller quantity ofapplicants relative to the amount

of time and effort invested

Results in less qualifiedapplicants relative to the amount

of time and effort invested

Social networking sites do nothave applicants at the job level

which we are targeting

Questions about the veracity ofthe information contained in

these pages

Do not have enough HR stafftime to use this recruiting method

in addition to others

n=246

Note: Percentages do not total 100% because multiple response options were used.A subset of participants were surveyed. Those who currently used social networking sites to recruit job applicants were excluded.

“Other” includes reasons such as IT restrictions on these sites, legal ramifications for using these sites and having not considered using them as an option.


• Not having enough staff time to recruit via social networking sites and questions about the veracity of the information obtained, prevents organizations from using such sites for recruitment purposes.

©SHRM 2008 19

Figure 14: Why Organizations Use Social Networking Websites to Screen Applicants

16%

16%

20%

26%

26%

49%

51%

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

Other

Less expensive than other methods of screening applicants

Able to assess the applicant's work related potential orperformance

Able to assess whether the applicant is a good fit with theorganization

Able to easily verify information from an applicant's resume,cover letter, or CV

Able to obtain more information about an applicant thanwould be provided by just a resume, cover letter, or CV

Takes little time and effort in relation to information gained

n=51

Note: Percentages may not total 100% because multiple response options were used.A subset of participants were surveyed. Those who don’t currently use social networking sites to screen job applicants were excluded.“Other” includes reasons such as discovering the applicant’s character.


• Social networking sites are used for screening because compared to the information that is gained little time/effort is needed and more information is gained about an applicant than through traditional methods.

©SHRM 2008 20

Figure 15: Why Organizations Do Not Use Social Networking Websites to Screen Applicants

4%

9%

16%

19%

26%

36%

40%

43%

54%

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

N/A - Organization does not screen applicants in any mannerwhatsoever

Applicants might be less likely to apply if they knew yourorganization screened applicants in this manner.

Other

Takes too much time and effort in relation to information gained.

Information about applicants taken from these sites is not relevant towhether they w illl be a good fit w ith the organization

Information about applicants taken from these sites is not relevant totheir work related potential or performance

Concerns about unethically invading the privacy of applicants

Not able to verify w ith confidence information from an applicant'sprofile

Questions about the legality of the process

n=337

Note: Percentages do not total 100% because multiple response options were used.A subset of participants were surveyed. Those who currently used social networking sites to screen job applicants were excluded.


• Questions about the legality of using social networking sites and not being able to verify the information on applicant’s profile pages with confidence prevents organizations from using such sites for screening purposes.

©SHRM 2008 21

Figure 16: Percentage of Organizations Collecting Data on Quality/Quantity of Candidates Sources

Through Various Methods

29%

71%

61%

39%

0%

10%

20%

30%

40%

50%

60%

70%

80%

No Yes

Number of Qualified Candidates (n=381) Quality of Qualified Candidates (n=372)


• More organizations track the number of qualified candidates sourced through various methods rather than the quality of qualified candidates.

©SHRM 2008 22

Table 3: Comparison in Quality of Applicants Recruited From Social Networking Sites and Other Sources

Much worse

Somewhat worse

Neither worse nor better

Somewhat better

Much better

Direct hire agencies/ search firms (excluding temp agencies) (n=75)

7% 28% 43% 13% 9%

Regional online job boards (n=74) 3% 14% 51% 24% 8%

Internal job postings (n=82) 9% 26% 44% 20% 2%

Radio advertising (n=41) 0% 7% 63% 22% 7%

Open house events (n=57) 9% 12% 53% 18% 9%

Print advertising (n=72) 4% 15% 36% 24% 21%

Industry-specific/ niche online job boards (n=84)

8% 18% 46% 19% 8%

Informal networking (n=83) 6% 23% 49% 11% 11%

Temporary agencies (n=66) 3% 17% 38% 21% 21%

Trade publications (print & online) (n=65)

5% 15% 49% 20% 11%

Research/ sourcing firms (n=74) 1% 24% 50% 14% 11%

©SHRM 2008 23

Table 3: Comparison in Quality of Applicants Recruited From Social Networking Sites and Other Sources

(continued)

Much worse

Somewhat worse

Neither worse nor better

Somewhat better

Much better

National online job boards (e.g., careerbuilder.com, hotjobs.com etc.) (n=85)

4% 20% 42% 24% 11%

Career section of organization’s websites (n=86)

9% 21% 49% 14% 7%

Employee referrals (n=85) 15% 37% 33% 9% 6%

Job fairs (n=79) 4% 17% 48% 20% 11%

Online college recruiting (n=64) 6% 9% 56% 23% 5%

On-campus college recruiting (n=66) 11% 24% 38% 20% 8%

TV advertising (n=40) 3% 5% 68% 15% 10%

• The quality of applicant’s recruited from social networking sites is predominantly “neither worse nor better” than other recruiting methods.

Note: Row percentages may not total 100% due to roundingA subset of participants were surveyed. Those who don’t currently use social networking sites to recruit job applicants were excluded.


©SHRM 2008 24

Figure 17: Do Applicant's Social Networking Site Profiles Provide Important Information About an Applicant's Work

Related Potential or Performance?

3%

27%

30%

24%

16%

0% 10% 20% 30% 40%

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

n=402


• Three out of 10 recruiters agree that examining an applicant’s profile can provide important information about their work related potential or performance.

©SHRM 2008 25

Figure 18: Do Applicant's Social Networking Site Profiles Provide Important Information About Whether or Not an

Applicant is a Good Fit for an Organization?

4%

36%

31%

19%

11%

0% 10% 20% 30% 40%

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

n=400

Note: Percentages may not total 100% due to rounding.


• Four out of 10 recruiters indicate that examining an applicant’s profile can provide important information about whether or not an applicant is a good fit for an organization.

©SHRM 2008 26

Figure 19: Organizational Industry

n=403

Note: Percentages do not total 100% because multiple response options were used.


• Several industries were represented, especially services (profit) and health.

Organizational Industry

Services (profit) 15%

Health 13%

Manufacturing (durable goods) 7%

Finance 7%

Educational services 6%

Government 5%

Wholesale/retail trade 4%

Manufacturing (nondurable goods) 4%

Insurance 4%

High-tech 4%

Construction & mining/oil & gas 3%

Transportation 3%

Services (nonprofit) 2%

Telecommunications 2%

Utilities 2%

Newspaper publishing/broadcasting 1%

Other 18%

©SHRM 2008 27

Figure 20: Organizational Sector

3%

10%

18%

28%

41%

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

Other

Government sector

Nonprofit organization

Publically owned for profit

Privately owned for profit

n=402


• Most organizations that participated in the survey were either privately owned for profit or publically owned for profit.

©SHRM 2008 28

Figure 21: Organization Staff Size

20%

30%

50%

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

Small (Fewer than 100employees)

Medium (100-499employees)

Large (500 and moreemployees)

n=386


•One-half of organizations that participated in the survey had more than 500 employees.

©SHRM 2008 29

Methodology

In May 2008, SHRM conducted a survey about the use of social networking web sites and recruitment. A sample of 3,000 HR professionals with the job function of recruiting/staffing was randomly selected from the SHRM membership database, which consisted of more than 225,000 members at the time the survey was conducted. Of these, 2,797 e-mails were successfully delivered to the recipients, and 571 HR professionals responded, yielding a response rate of 20% (the number of respondents is indicated by “n” in figures and tables).


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