The Essential Guide To Developing A Social Recruiting...

The Essential Guide To DevelopingA Social Recruiting Strategy

Bigger. Better. Hired.

Part 1

The Essential Guide To Developing A Social Recruiting StrategyBIGGER. BETTER. HIRED.

Part 1

Welcome

What is social recruiting?

Bringing in the new

Where to begin?Why are you doing this?

Setting goals

How to define voice and company cultureUnderstanding your employee interactions

Defining company culture

Who are your ideal job seekers?

Finding a common thread

Social networks and job seekers

What to look for in an applicationIs it time for a change?

Review

About Jobvite

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Table of Contents Part 1


Part 1

Welcome

This is the first part of a three-part series on building a comprehensive and cohesive social

recruiting strategy that is unique to your company.

What is a social recruiting strategy?

Social recruiting is a word we often hear, but what does it actually mean? And, more importantly,

what is it and how can you use it to find quality candidates?

Instead of weed-whacking through the countless blogs, surveys, whitepapers and eBooks to find

the answers, this workbook is specifically designed to help you hunker-down and focus on the

core values of your company’s social recruiting strategy.

That’s right, not a general strategy overview, but your own.

One that can truly help you to develop a comprehensive and cohesive social plan of action that

is customized to your company’s unique needs.

First, what is a social recruiting strategy?

Strategy is defined as a plan of action or policy designed to achieve a major goal. In order to

take strategy into consideration for social recruiting, we must go back a bit and define what your

goals are as well as what social recruiting means to you and your company.

Let’s get started.


Part 1

Bringing in the new

Recruiting is all about building relationships, finding the right people. We are universal

connectors, matchmakers, headhunters, etc. All social networks have done is make our jobs

easier and more focused. Still, with any new technology, strategy and best practices must be

considered.

But how do you develop these or find the right ones when you are faced with brand new

innovations where “best practices” don’t necessarily exist… yet.

With any new function, you take from the old. Take what you have and use social to make it

better. It’s adding a new coat of paint and tuning up the engine of a car. You’re bringing your

current recruiting strategy into the future.

Here are a few benefits, or goals, that you can retain by using social:

1. Connect to the largest pool of active and passive job seekers

2. Encourage employees to refer to their networks

3. Send authentic and multimedia messaging

4. Lower the cost of sourcing


Part 1

Where to begin?

The hardest part about beginning something new is making the decision to do it.

Congratulations! You’ve already made the decision to move forward. The rest is simple

organization.

You will need a framework to begin your planning. The best place to start is not how, but why.

Why are you doing this?

Understanding the business objective, or goal, of why you want to use social is key. “Everyone is

doing it” is not a sufficient reason why.

What does social media and social recruiting mean for your company? And why is it important to

your target audience (i.e.: quality candidates that would fit in your company culture)?

Narrow down your “why” to one or two sentences or a list of a few objectives for social. For

example: Social recruiting will spread employment brand awareness and target like-minded

candidates for open positions.

What is your social recruiting business objective(s)?

CompaniesJob Seekers

Facebook LinkedIn Twitter

64% of companies use2 or more networks

0

20

40

60

80

100

Source: Social Recruiting Survey 2011,Job Seeker Nation 2010

What Networks Are We Using?


Part 1

Setting goals

Now that you have defined your objectives, or goals, think about what you would like to have accomplished within the next month, quarter, year and beyond. Where do

you envision your social recruiting to be a year from now?

Long-term goal (>1 year):

Mid-term goal (1 year):

Short-term goal (this quarter):


Part 1

How to define voice and company culture?

Defining your company’s voice is essential. Chances are, your marketing department already

has this very clearly defined. Ask whoever is in charge of the marketing message of your

company, and then review how the company brand message circles back to your corporate, or

employment, brand message.

This is, in essence, your brand promise; also know as a unique selling proposition – a statement

that your company makes to customers. This statement sets the bar for expectations. When

translating this promise into an employment brand, consider your job seekers and what you want

them to expect from the hiring experience and from working at your company.

The questions below will help you develop context.

What is your company’s current brand promise?

What is your company’s current or desired employment brand promise?


Part 1

Understanding your employee interactions

Next on this list, is to see if your company’s brand promise and employment brand promise match up with how your current employees interact with each other.

One of the most important aspects of recruiting is determining whether or not a candidate would be a good fit based on both skill and culture.

Social recruiting can be tailored to help you find candidates with the required skills and who fit into your company culture, especially as job seekers grow more curious

about the people behind the machine. Open the curtain a little, and give them a sneak peak as to who are the employees. (Tip: Engaging with employees is also great

fodder for a socialized career site – one in which job seekers can interact with and share jobs.) In order to do this, you must get to know your employees.

To progress with this strategy, you’ll need to ask yourself a hard question. What are the values, vision and mission every employee embodies? Start by asking your

employees what they think is great about the work environment at your company.

What do your employees love about the work environment at your company?

Referencing the list about, what is the one value/vision/mission every employee embodies?

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

http://recruiting.jobvite.com/resources/21-career-sites-that-sell.php?utm_source=M-D-Career-Sites-SRPWkbk&utm_medium=ebook&utm_campaign=srwkbk


Part 1

Defining company culture

Employees can define a corporate culture. The dynamic of the office environment and how your

employees interact with each other will define your culture – not your products or services.

Sometimes, defining a culture takes a little more time than merely jotting down a few notes on

it. First start with the culture you have, if any. Then, decipher where you would like it to be and

how you can encourage the right culture. You may want to add this to your overall recruiting and

hiring strategy, apart from its importance within your social recruiting strategy.

Describe your company culture.

Describe what you want your company culture to be.


Part 1

Who are your ideal job seekers?

Target audience is another of those phrases we often hear.

This is because you want to be able to define the types of

people whose interest you are trying to attract. You can even

get more granulated and determine which kind of personas

are in the broader realm of your target audience.

What is a persona? A persona is a prototype of a person,

or rather, a stereotype. Recruiters can use personas to help

teams focus on the kind of personalities and skillsets that

work best with your company.


Part 1

Finding the common thread

Recruiters are supposed to connect with and attract a variety of personalities that generally come

with job roles: engineers, product managers, marketing professionals, sales representatives, etc.

The kicker is that you are looking for these people who also have a common personality thread in

how they work and interact with each other as well as the company as a whole. Men, women, college

grads, demographics, etc. are all things to consider when developing personas.

Here are two examples job seeker personas:

1. Deer-in-Headlights Job Seeker – just graduated college, has a BA/BS, hunting for a first job,

early 20s, mid-level social media user, prefers Facebook to email, unsure of career path.

2. Lewis and Clark Job Seeker – early career, 2-4 years of experience, 1-3 jobs within those

years, BA/BS or more degrees, a little lost on career direction, looking for mentors/guides,

uses multiple social networks.

What personas define your ideal job seekers?

1.

2.

3.


Part 1

Social networks and job seekers

Now that we’ve established who your job seekers are, let’s talk about where they are. In the olden

days, recruiters may have looked at meet-ups, bars, restaurants or pink slip get-togethers to find

prospects. Today, it’s social media.

And different job seekers use different networks.

Which networks are your ideal job seekers? Check all that apply.

LinkedIn Facebook Twitter

Of workers who said social networks led to their most recent job, Facebook was the leading source.

Demographics of Major Social Networks

78%

TwitterFacebookLinkedIn

female

42% male

58%

female

43% male

57%

female

51%male

49%

Facebook

TwitterFacebookLinkedIn

Source: Social Job Seeker 2011


Part 1

What to look for in an application

It’s a fact that social recruiting is a lot more difficult without

applications to help you streamline and automate. A lot of

applications will merely publish job descriptions to networks and job

boards, which is good, but not enough. And it can get very repetitive.

Since you are developing (or already have) an employment brand

that, ideally, is appealing to the job seekers and candidates you

want to hire, boring automation should not be the main driver of

your social recruiting content. You should look at finding a balance

between what’s easy and what works.

There are a lot of applications out there, and some companies

embed social in their applicant tracking systems (ATSs). When

looking at applications and software, think about how east it is to use

for you, hiring managers and all employees. Yes, ALL employees.

(We will discuss this aspect further in Part II of this workbook.)


Part 1

Is it time for a change?

The following questions will help you assess your current technology and review what changes need to be made in your existing plan so that you can adjust for social

recruiting.

What applications, if any, are you currently using for social recruiting?

What applicant tracking system are you currently using?

Does it include social recruiting and/or social reporting?

social recruiting only

social recruiting and social reporting

I do not use my ATS for social recruiting

Does it scale to your long-term and short-term social recruiting goals?


Part 1

What three things would you change about your applicant tracking system?

Who are your competitors?

What applications are your competitors using?

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Part 1

Review

When including a new structure into your existing system, it helps to re-evaluate each step so that you can seal any gaps and capitalize on any opportunities that you

hadn’t initially foreseen. Bare in mind that the basic core of any social recruiting strategy should always be your company and what its employment brand promise

means to job seekers.

Social recruiting shouldn’t fall too far from the spectrum of recruiting in itself, which is to connect people to jobs. Now that you’ve laid out the foundation of your strategy,

you can begin to look deeper into the execution, or plan of action, and how you can use social media to make it easier to connect a wider pool of qualified people to

your jobs. We will discuss all this and more in Part II of this workbook.


Part 1

About Jobvite

Jobvite is the only recruiting platform that that delivers real-time recruiting intelligence with innovative technology for the evolving social web. Leading, fast growing

companies today use Jobvite’s social recruiting, sourcing and talent acquisition solutions to target the right talent and build the best teams.

Jobvite is a complete, modular Software-as-a-Service (SaaS) platform, which can optimize the speed, cost-effectiveness and ease of recruiting for any company. To find

out more, take a product tour.

Jobvite Hire is a practical, intuitive web-based platform that helps you effectively manage every stage of hiring. It’s the only social recruiting and applicant tracking

solution that makes it easy for everyone to work together on hiring. With Jobvite Hire, you can improve the speed and quality of talent acquisition, create a great

candidate experience, and increase referral and social network hires – all while using fewer resources.

Jobvite Source is an easy-to-use, web-based application that can help you achieve your recruitment sourcing goals today. It’s the only social sourcing and candidate

relationship management application that helps you target relevant talent through employee referrals, social networks and the web – then build and engage your talent

pool. Jobvite Source is one intuitive platform to manage all sourcing programs and see the results.

Ready to learn more? Request a free demo.

http://web.jobvite.com/product-tour-request.html?utm_source=M-D-Product-Tour-Both-SRWkbk&utm_medium=srwkbk&utm_campaign=srwkbk

http://web.jobvite.com/hire-tour-request.html?utm_source=M-D-Product-Tour-Hire-srwkbk&utm_medium=ebook&utm_campaign=PT-Hire

http://web.jobvite.com/source-tour-request.html?utm_source=M-D-Product-Tour-Source-srwkbk&utm_medium=ebook&utm_campaign=PT-Source

http://web.jobvite.com/product-tour-request.html?utm_source=M-D-Product-Tour-Both-srwkbk&utm_medium=ebook&utm_campaign=PT-Both

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