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Niet HR gerelateerd

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HR gerelateerd

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Chances are you are already familiar with social networks as tools for keeping in touch with friends, or to broadcast your thoughts. But if their value as a way of connecting with potential employers has passed you by, it's time to wise up fast. A recent US survey showed that nearly 90% of employers either use, or plan to use, social media for recruiting.

In the rapidly changing world of social recruitment, barely a week goes by without the appearance of some new website or gizmo purporting to change the face of job-hunting forever. Last month, for example, saw the launch of the "Apply with LinkedIn" button, enabling jobseekers to send their public profile data from the business professional network directly to an employer. Reports of the death of the traditional paper CV may be premature, but clearly it is becoming an increasingly less influential part of the jobseeker's armoury.

LinkedIn, with 100 million members, is still the site of choice for companies hiring directly, but Facebook (750 million) and Twitter (200 million) are catching up, with many believing a tipping point has been reached in the ways employers seek to hire staff.

But what does it all mean for jobseekers? Understanding the rules of social recruitment is key. At first glance, employers may seem to hold all the cards, but understanding their tactics can considerably improve your odds of getting noticed.

"It's about the whole degree of proactivity now," says Matthew Jeffery, head of talent acquisition at software house Autodesk. "It's not enough to simply push your CV up on the web and hope a company is going to come to you; the onus is on you to get out there and persuade."

1 You don't have to be 'looking' to be looking

If you are one of the 10% of LinkedIn members actively seeking work, the bad news is that the site's Corporate Recruiter tool, which it sells to employers, allows them access to the "passive" 90% of members in jobs.

"From the corporate perspective, the talent pool is shrinking," says Jeffery, co-author of an essay entitled Recruitment 3.0: A Vision for the Future of Recruitment. "Competitors are getting better at recruiting people from rivals, and graduate talent is becoming of a more mixed quality. We have to be much more aggressive at getting out into the passive pool."

However, Jared Goralnick, founder of email management service AwayFind, believes social media can empower jobseekers.

"If employers are filtering for people who have jobs when they're recruiting, maybe you can't get into that pool. But it's still only one of the pools," he says. How people present themselves online, he says, is "a huge opportunity to put yourself in a position of authority".

Goralnick says LinkedIn "has predictive algorithms that can tell when someone is looking to move on, when someone starts updating their profile in a certain way" - one reason why it pays to keep your profile up to date.

2 Build your own work brand, but be judicious with it

To make yourself more visible, think about how you present and express skills and experience on a LinkedIn profile just as carefully as you would with a paper CV. Keep your summary and experience concise and to the point, incorporating key search terms.

And widen your appeal by linking out to blogposts or articles of professional relevance - even to your other social media profiles if you are confident they portray you in a good light (see point five). LinkedIn has more tips here.

But making too much noise without substance can be risky. Employers can be suspicious of people who seem to be trying too hard to get noticed, so think carefully about paid-for services that claim to flag up your visibility, such as LinkedIn's Job Seeker Premium.

"Who are you a 'featured' candidate for? All this tells me is that you opted to pay so you can get moved to the top of the search list. It does NOTHING to prove you are a top-notch candidate," writes entrepreneur and employer Adrienne Graham on her Forbes blog, Work in Progress. "If you didn't get attention before, what makes you think paying a few extra dollars will make you all of a sudden desirable?"

3 Strike up conversations with potential employers

Many firms now put significant resources into Facebook pages with the end goal of identifying future employees. "Companies are building their own communities of people interested in their products or services, or what they've got to say," Jeffery says. "They then start mapping out competitors and talent within other areas, then try to attract them in - be it through employment branding, social media, whatever they can use."

Participating in these professional communities - or "talent networks", as HR professionals call them - is key, says Lucian Tarnowski, chief executive of BraveNewTalent, a company describing itself as "a professional social network bridging the skills gap between young people and employers".

"Everybody is now in the jobs market for their career, and people should keep themselves open," he says. "Talent networks are a way to do that. They're saying, one day you might be interested in working for IBM or whoever. Or if, for example, you work for Google, you might one day be interested in working for Facebook, so you can follow Facebook."

Employers also take a keen interest in broader professional networks, perhaps based around chartered institutes or other industry-specific websites. Joining these not only lets you connect with others in your trade but also puts you in sight of many smaller employers who cannot afford to recruit through LinkedIn or maintain a serious Facebook presence. "Most jobs are in smaller businesses - and they're not using that level of recruiting," Goralnick points out.

4 Understand the pros and cons of different networks

At first glance, Facebook, with all its potential for indiscretion, might seem like a terrible place from which to tout yourself to potential employers. But, says Tarnowski, it illustrates another truth of the new social recruitment landscape: different networks have markedly different limitations.

"If an employer is looking to fill a specific role, they can find someone suitable [onLinkedIn]," he says. "But it's not so good for an employer who will need a certain number of, say, marketing professionals next year. That's where the power of the community can come in."

Twitter is not yet widely incorporated into many companies' recruitment strategies, but is extremely popular within certain industries, especially media, technology, advertising and PR. Like texting, messages are limited to 140 characters or less, but Twitter gives you the ultimate flexibility to bypass official channels and communicate directly to employees in a company you want to work for.

It's easy and effective to link out to your other online profiles. And, crucially, the brevity of the medium encourages creativity, like the jobseekers who opened several separate accounts so the letters "HIRE US" appeared on the Twitter pages of the people they wanted to work for ( watch the video to get a better idea of how it worked).

5 On the web, if it can be known, it will be known

A recent article in the New York Times told the story of Social Intelligence, a company used by some US firms to scour the web for information about potential recruits.

Much of Social Intelligence's data reportedly comes from non-social internet use - an individual's comments on blogs or eBay activity records, for example. For many, it is a disturbing vision, and Robert Hohman, chief executive of Glassdoor.com, a website that lets employees anonymously review their employers (see below), foresees a backlash against such data mining that will lead to government regulation.

"When we get down to personal information, there's two types," he says. "There's that which you have willingly shared with the world on social networks, and I think that's completely fair game. Then there's information which you had no intention of sharing which, by some mechanism, is being made available ... morally it runs foul of what we think of as privacy."

Tarnowski points out that the Facebook data of real interest to employers may lie beyond drunken holiday snaps and in your primary and secondary connections which, collectively, paint a far more accurate picture.

"The list of people I choose to be friends with says a lot about the kind of person I am," Tarnowski says. "Past job titles say a lot about what I'm likely to do in the future. The courses I've done say a lot about what might be suitable jobs. All these snippets, if you amass them, could be incredibly valuable."

For now, there remains an understandable risk for Facebook users regarding the kind of information employers might be party to. The network's data privacy rules remain notoriously slack, and it is hard to delete permanently a Facebook profile. Google+, a new attempt to rival Facebook, attempts to bridge these problems by allowing users to group their contacts into "circles" - of family, friends and work - and share different updates with each, as well as deploying much stronger data privacy rules.

Perhaps, thankfully for jobseekers, there is a silver lining in that transparency can work both ways. Jeffrey likens the situation for those checking out employers to that of researching a hotel on Tripadvisor: "I don't trust the spin in the brochures, I see what other people have written and trust them to help me make my holiday decisions. You can see the same in recruitment."

For many larger employers, such openness has taken a bit of getting used to. "Companies building social media communities are no longer in charge of the message, which is a bit scary," says Jeffery. "In the old days, you could put a message out there in print or broadcast, and there was no way to respond to it. In the social media age, everyone is talking out there. So whatever companies say about themselves has to be realistic, or else we're going to get shot down."

Mirror image

Four years ago, Robert Hohman was working for the travel website Expedia and wondering about his own next career move when he had the idea for GlassDoor.com. Seeing how easy it was for employers to research potential recruits, why, he wondered, was it so difficult for jobseekers to see the other way through the mirror?

"There's a tremendous information assymetry between the jobseeker and the employer," Hohman says. "You're asking people to make some of the most important decisions of their entire life ... and asking them to do it with almost no information. But it's not because it doesn't exist."

At GlassDoor workers can anonymously rate their employers on a range of criteria such as management structure, career prospects, salary and staff morale. Collectively the data - 1.75m entries covering 120,000 companies so far - builds up an intriguing and, at times, brutally honest picture of corporate working life.

Hohman says the aim was to build a "constructive, balanced and fair community where we could collect information in a responsible way". All content is reviewed by GlassDoor employees before it goes live, and there are strict guidelines about what can go up. "For example, you have to give us some good things and some things that could be improved. We don't want a puff piece, or a rant piece."

Originally a US concept, GlassDoor is now taking off globally, with the UK being the site's next highest source of traffic. But what do employers under the microscope think of such warts-and-all exposure of their pay and practices? Hohman says much of the initial suspicion has faded away as companies see the wisdom in being honest and open online.

"You can view employer sentiment changing as the years have gone by," he says. "I wanted to build a community that was safe for employers. If they didn't feel that, we had failed. I think we've largely succeeded."

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Chances are you are already familiar with social networks as tools for keeping in touch with friends, or to broadcast your thoughts. But if their value as a way of connecting with potential employers has passed you by, it's time to wise up fast.

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Motivatie van werknemers
Leiderschap op de werkvloer
Recruitment in vacatures

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Are you in demand this year? How can you hire the best talent? We outline the top five global hiring trends based on data from the 18th edition of the Robert Walters Global Salary Survey. Request your free copy today: https://www.robertwalters.com/salary-survey.html

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Een presentatie opzet als De Wereld Draait Door

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We kunnen ook studenten op de TU interviewen. Er zitten daar namelijk erg veel verschillende nationaliteiten.

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Workplace diversity
https://www.brazen.com/blog/recruiting-hr/5-incredibly-easy-ways-to-increase-workplace-diversity-this-year/

Mobile recruiting
https://www.recruiter.com/mobile-recruiting.html

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Uploaded by PeopleMattersOnline on 2016-12-09.

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Zoals Jinek en Pauw experts interviewen en een dialoog meevoeren

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We zouden ook naar andere Fontys locaties kunnen gaan of onze eigen docenten interviewen?

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https://hrtrendinstitute.com/2017/06/19/new-trends-in-recruitment-and-selection/

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Opening
-Welcome to the show

-What topics are we going to discuss?

-Introduction/introducing experts
- What do the newspapers say about this subject?

Core (comprehensive explanation)
-Explain recruitment proces
-Ways to increase workplace diversity
-Mobile recruiting
-Ways to discover talent
-Interviews with people (between trends)

End
-This is the end of the episode
-Thank the experts and viewers
- Announce: In the next episode...

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Recruiting News and Views @ RecruitingDaily

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Recently I've heard more and more of my fellow Talent Acquisition experts refer to something called " Talent on Demand."

At first, it sounded like another buzzword to me, or some fashionable concept you could use to differentiate yourself from the masses. When I started to investigate the ideas behind it however, the term started to make a lot more sense.

Let's face it - top tech talent is scarce. Every tech recruiter knows this and we are constantly looking for new ways and tools to find the best talent. Some even call recruiting in this industry a " war for talent."

The problem of finding talent is becoming even more prevalent when other industries, such as finance and the industrial sector, are increasingly hiring developers to meet digitalization requirements.

Talent on Demand keeps you one step ahead

So, how can we keep attracting the best people? Looking more closely into the concept of Talent on Demand is where we find the answer.

As a recruiter, wouldn't you just love to have a ready pool of qualified and engaged candidates at hand all the time, to reached out to when you need? That's what Talent on Demand is all about.

Having that kind of talent pool, or " fan base," requires long-term commitment from your company and from your as a recruiter. However, once you have made the decision to commit, the investment and effort pretty quickly pays off.

To help you get started on the right path, here are some tips based on how we at Tuxera have made Talent on Demand work.

1. Define your target group

The purpose of a talent community is not to collect as many random talents as possible. In order to derive value from your talent pool, you need to be define your target group.

According to Merriam-Webster dictionary, a community is "a unified body of individuals such as the people with common interests living in a particular area or within a larger society." In other words, you should be able to identify those common characteristics or interests your talent community members share as well as the specific characteristics your company needs.

Once you grow your talent pool over time, you can start defining your talent community even more precisely by forming targeted segments for communities with shared interests in, for example, software sales, for marketing, for engineering, and so on.

2. Select the right channels

Once you have identified your target talent, you need to identify the best ways - the best channels - to reach out to them.

These channels can consist of, for example, relevant on line forums, events, publications, or tech communities. You also need to bear in mind that different target groups are active in different forums, so having a clearly defined target group helps.

For example, people interested in software sales might be active in LinkedIn communities relevant to their interest, whereas software developers prefer communities like Stack Overflow. One of the easiest ways to make sure you have selected the right channels is asking the employees in your company which communities they are part of or which channels they follow themselves.

3. Commit to your talent community

A thriving talent community cannot be built overnight. Ideally, adding talents to your community is a normal part of your daily hiring practices and you would add talents whenever a relevant one comes along.

These talents can be, for example, candidates who did really well in your searches for particular positions, but were not selected for one reason or another. They can also be candidates who have not applied to any of your open positions and are not actively looking to change jobs (so-called passive candidates), but are interested in what your company is doing and keeping in touch.

You can start building your talent community by asking candidates who were part of your hiring processes, but not selected, if they want to be included. Based on our experience, candidates are typically happy to accept the invitation. You can also invite passive candidates to join your community through a signup form on your website, or by marketing the opportunity to candidates you have sourced directly.

Also, make sure you add employee referrals to the talent community. This is not only a very good way of keeping track of them, but you can also build a more meaningful, long-term relationship with them.

4. Define an engagement strategy that adds value

There is no point in having a community if there is no engagement between the community members. In fact, I would not call a static pool of candidates a talent community at all.

When you make a decision to start building a talent community, you also need to decide on your engagement strategy. Or in simpler words, how you aim to keep the community members engaged and provide a return value to them for participating.

For recruiting teams, this may mean acquiring new skills, as one needs to act as a community manager.

What does adding value to your community mean in practice? It means providing content that your target group will find useful. For developer talents it could mean your developers write about the technologies your company specializes in or introducing them to your R&D projects.

For sales and marketing talents it might mean your sales director discussing new business ventures or new products. This also means you need to engage your internal stakeholders, such as the hiring managers in providing and sharing content for the talent community members.

Additionally, no matter the talent, people are interested in learning more about your company culture, your values, what your employees (their potential future colleagues) are like, and the kind of opportunities your company offers. All of this can be offered to the community through a simple newsletter or other regular updates.

You can even take things one step further and invite your talent community members to meet ups or hackathons. Or why not even offer them special discounts on your company's products to strengthen the engagement even more.

5. Make sure you have the right tools

Needless to say, you need good tools in order to manage your talent community effectively.

The easiest way to do this is by leveraging your Applicant Tracking System (ATS) because this is a tool you are mostly likely using on a daily basis to manage your candidates.

Fortunately, there are already some ATSs available with the features you need to manage your talent community even at scale. These features include, for example, a place to collect your talent community members, forming relevant groups, sending out customized communications, setting up targeted nurture campaigns, sending personalized messages at scale, tracking candidate activity, and giving the community members themselves a chance to contribute.

Final thoughts

In a world where good talent is in high demand, we need to reinvent the ways we attract and engage with talent.

Developing a talent community is a step forward in engaging with relevant talent in a more meaningful way and establishing long-term relationships with your potential future hires. It is a fundamental shift from traditional recruitment practices to a culture of talent care, talent satisfaction, and talent engagement.

This is ultimately the essence of Talent on Demand. Once your talent community is a part of your normal day-to-day recruitment practices, you will always have a pool of candidates which you already have an active relationship with. Plus, they will also have a positive image of your company from this relationship.

When you don't have to start each of your hiring processes from scratch, you should see a shorter time-to-hire, an increased quality of hire, improved conversion rates, and improved candidate satisfaction.

When talent communities and Talent on Demand becomes the norm, you will be far ahead of your competition - but you need to get started today.

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Want to Keep One Step Ahead? You Better Get Serious About Talent on Demand > Recruiting News and Views @ RecruitingDaily

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Recently I've heard more and more of my fellow Talent Acquisition experts refer to something called "Talent on Demand." At first, it sounded like another buzzword to me, or some fashionable concept you could use to differentiate yourself from the masses. When I started to investigate the ideas behind it however, the term started to ...

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https://www.ted.com/topics/leadership

https://www.forbes.com/sites/amyanderson/2013/01/14/good-leaders-are-invaluable-to-a-company-bad-leaders-will-destroy-it/#799b44e31138

https://www.entrepreneur.com/slideshow/225890

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https://learning.linkedin.com/blog/engaging-your-workforce/10-things-companies-do-that-kill-employee-motivation

http://smallbusiness.chron.com/importance-motivation-goal-setting-businesses-2506.html

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