Social Talent Management Research

T A L E N T I N T E L L I G E N C E

SOCIAL TALENT RESEARCHDavid Wilkins, VP Taleo Research

TA L E N T I N T E L L I G E N C E


INNOCENTIVE

›Total Registered SolversApproximately 250,000 from nearly 200 countries

›Total Challenges Posted to InnoCentive.comMore than 1,200

›Total Solution Submissions24,256

›Average Success Rate50%


…we multiply our internal innovation capability with a global network of innovation partners outside P&G. More than half of all product innovation coming from P&G today includes at least one major component from an external partner.

http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml

http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml

TA L E N T I N T E L L I G E N C E5

WHY “SOCIAL TALENT” AS A CONCEPT

› Talent exists outside your organization

› Talent is global

› Social networks connect you to that talent

› Your own talent is increasingly connected to external opportunity

– Engagement and employee opportunity *within* your business is more important than ever

– Social networks and social talent management support this engagement


EMPLOYEE ENGAGEMENT

2 are actively looking for a new job

5 are open to a new job, but are not actively

looking

3 are not interested in a

new job at this time


EMPLOYEE ENGAGEMENT

› Consistent with Blessing White data:

› Less than half (48%) of European employees would stay with their current employer through the next 12 months if given a chance to leave.

› Number of European employees “determined to leave” their current employer is now 14%, up from 10% in 2008.

2 are actively looking for a new job

5 are open to a new job, but are not actively

looking

3 are not interested in a

new job at this time


None of the above

Other

Viadeo

Xing

Quora

Four Square

Bebo

Flickr

MySpace

In house social networks / communities

YouTube

Twitter

Google +

Facebook

LinkedIn

55%

2%

1%

1%

1%

2%

2%

2%

3%

6%

6%

8%

9%

20%

21%

USE OF NETWORKS FOR PROFESSIONAL PURPOSES

45% of office workers use social networks for

professional purposes

63% of 18-24 year olds66% amongst active job seekers

49% amongst private sector employees


None of the above

Other

Viadeo

Xing

Quora

Four Square

Bebo

Flickr

MySpace

In house social networks / communities

YouTube

Twitter

Google +

Facebook

LinkedIn

55%

2%

1%

1%

1%

2%

2%

2%

3%

6%

6%

8%

9%

20%

21%

USE OF NETWORKS FOR PROFESSIONAL PURPOSES

45% of office workers use social networks for

professional purposes

63% of 18-24 year olds66% amongst active job seekers

49% amongst private sector employees

Main use case for professional uses of social networking is

“searching for jobs outside their existing employer.”

39% plan to use social networks to find new jobs

40% to research prospective employers

32% to apply directly for jobs


OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS

› 35% planning to use social networks to improve knowledge and education

› 29% to discuss industry specific topics

› 28% to find new business / clients


KNOW THE PEOPLE YOU HAVE

48%75%

say that their skills go unnoticed

feel that their work history & experiences are not leveraged by their employer


WHO UNDERSTANDS WORKERS BEST?

My family / partner21%

My friends outside of work4%

My colleagues and peers43%

HR software / systems 1%

My line manager22%

Don’t know5%

Other 1% None of the above

3%

Professional & work capabilities






My line manager13%

Don’t know5%

Other 1%

None of the above6%

WHO UNDERSTANDS WORKERS BEST?





My line manager22%

Don’t know5%

Other 1% None of the above

3%

Professional & work capabilities

Professional & work aspirations / ambitions

SOURCING AND ONBOARDING

Qua

lity

of H

ire

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alen

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ear

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Hir

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% o

f Pos

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s Fi

lled

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ost

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SOURCING AND ONBOARDING

Qua

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ire

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alen

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Tim

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We know a lot about stuff that’s tactical.

We know very little about stuff drives the business.

PERFORMANCE MANAGEMENT AND COMPENSATIONTo

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PERFORMANCE MANAGEMENT AND COMPENSATIONTo

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We know we need to keep top performers, but we don’t

know who’s at risk or why…


TOP PERFORMER AND HI-PO DATA IS UGLY

› 80% of companies don’t know who is a flight risk.

› 78% of companies don’t know who is on a succession plan.

› 80% of companies don’t know who has a career path.

› 65% of companies don’t know much about who they’re retaining.

› 84% of companies don’t if their development plans are working.

› 65% of companies don’t know much about Hi-Po’s.


UNTAPPED EXTERNAL SOCIAL NETWORKS

› 75% of employees said that the company is not leveraging their networks and professional relationships

21

Strategic Implications


DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE

› Limit flight risk of your top performers

– #1 reason for dysfunctional turnover in Europe: lack of career opportunities

– #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)






› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM

› Learn more about your talent and use their strengths






› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM


› Invest in mobility – move people around to avoid losing them






› So, if peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM


› Invest in mobility – move people around to avoid losing them

Just 48% of European employees plan to stay with their

current employer over the next 12 months, and 14% of

them are determined to leave. - BlessingWhite


OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT

› Create a world-class career site as a hub for recruiting

› Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter





› Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways






› Tap into your employee networks; just 25% of respondents felt like companies are using this information

› Leverage social media tools to gauge “sentiment” at competitors or of key candidates and then use this to tailor strategies

› Maintain a proactive strategy regarding passive candidates particularly leveraging the “always current” LinkedIn profiles









67% of engaged employees are willing to “advocate” for

their company, versus only 3% of disengaged employees.

Guess where referrals come from? - Gallup


EXPERIMENT

› Facebook – hub for blue collar, line workers

› LinkedIn – hub for white collar, knowledge workers

› Twitter – channel or link to other content?

› YouTube – content and hub, source for other sites

› Txt – link to Millennials and mobile users


EXPERIMENT

› Facebook – hub for blue collar, line workers

› LinkedIn – hub for white collar, knowledge workers

› Twitter – channel or link to other content?

› YouTube – content and hub, source for other sites

› Txt – link to Millennials and mobile users

› Your success in each channel will vary by geography

› Your success will vary by job type

› Your success will vary based on maturity


FINAL THOUGHTS: RECRUITING DOESN’T LIVE IN A VACUUM

› Strong talent practices internally reduce dysfunctional turnover

› Less dysfunctional turnover means less time re-filling roles

› Which means more time on acquisition strategy

– LinkedIn

– Facebook

– YouTube

– Twitter

› Social is here to stay: examine all facets of social brand image to candidates; it’s bigger than your recruiting presence

› You don’t have to be an expert to get started, just get started…

Social Talent Management Research

Business

Transcript of Social Talent Management Research