Seriously, there’s a not-to-be-missed professional event happening right here in my hometown next week. It’s the Boston leg in a series of “un-conferences” for HR professionals. That means it’s not your typical, static “lecture” conference. Instead, it’s a dynamic, flexible, collaborative knowledge-sharing environment. And it’s designed specifically for HR professionals who want to leverage social media in their workplace environments and in their careers. Pretty cool stuff.
So, what’s the “camp” connection? That concept seems odd – especially during a cold New England winter. But stay with me on this one – it’s the SocialHRCamp! And it’s coming next Wednesday, Dec 5th, to the Cambridge, MA campus of my awesome former client, Google. I’m looking forward to huddling with some of the best and brightest talent strategy and career-oriented minds, as we explore how to integrate social media with in-real-life interactions to create business value. Sounds like a magic bullet, doesn’t it? It is! We invite all kinds of smart, innovative people to join us – college students, HR practitioners and leaders alike.
Let’s Gather Around the Campfire
I’ll be there talking about recruiting, of course – Recruiting 3.0 – along with my long-time friend Jeff Moore, Director of Global Talent at TripAdvisor. We are co-presenting the discussion “Recruiting 3.0: From Online to IRL-Qualifying, Deepening Social Relationships.” We look forward sharing a lot of laughs with you along the way. After all, when Jeff and I get together, it’s how we roll.
But between the stories and chuckles, we want to delve into a discussion about how to choose and apply the right HR technology, how to be better recruiting leaders, and how to grow stronger relationships in these social-media-driven times. Social channels have become an essential part of the recruiter’s bag of tricks, but it’s critical to remember it’s just one kind of tool. The key to success is in understanding where, when and how to use social media to establish, build and strengthen relationships and improve your career.
Not Your Father’s Day Camp
Because SocialHRCamp is an “un-conference,” attendees can customize this event experience to suit their particular interests and needs. So we’ll balance face-to-face chats and presentations with quick breaks to Tweet and post on LinkedIn and Facebook – an in-the-moment live stream of interaction and learning that spreads far beyond the event venue, in real time. It’s an opportunity to put social tools into practice.
This “un-conference” structure promises that SocialHRCamp attendees will walk away with a richer, more enduring connection with the people and practices they encounter at the sessions. I couldn’t agree more. Leaders and practitioners thrive when we’re active and hands-on in social media engagement and strategies. Regardless of your industry, role, or belief system, it’s critical to weave social media connections into the daily workflow. It’s no longer an option – it’s a core competency for brand representatives who must build greater trust with employees, customers and prospects.
That’s the beauty of an “un-conference.” It’s a safe, supportive environment that helps us all find better ways to share and apply leading-edge social HR skills, tools and techniques.
So let’s pitch the SocialHRCamp flag together! Join Jeff Waldman SocialHR Camp founder, Salima Nathoo of GLOW Consulting, your HR and recruiting colleagues, and me, as we connect, listen, learn and interact. Sign up below and make sure to say hi to me when you get to the conference – we’ll all be multitasking, talking and expanding our horizons. I wouldn’t have it any other way.
See you there IRL! Smiles.
Get a Special Friend Discount!
It’s on me! Please use the code “MeghanMBiro” when you register. Hope to see you there. Around this campfire, the more the merrier!
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-11-28 19:42:362020-05-25 15:58:37SocialHRCamp: Warming Up & Packing Light
There are millions of stories in the world of work. But this time, it’s personal. For me, #TChat hit close to home yesterday, when discussing issues and opportunities associated with military veteran employment. Therefore, rather than recapping the event in detail, I’d like to illustrate some key points through one soldier’s story. …
(To see highlights from the #TChat stream, watch the slideshow at the end of this post.)
One Veteran’s Dilemma
A close friend is one of the 2.4 million Americans who have volunteered to serve in the War on Terror. As a “civilian soldier” deployed as an embedded trainer by the Army National Guard, he left behind his full-time job and his comfortable family life in suburban Chicago. Since returning from Afghanistan almost 5 years ago, he has struggled to re-enter the workforce, as so many in uniform must do in these challenging economic times.
It shouldn’t have to be that way. This soldier’s credentials are impressive:
Several decades of business experience — including 14 years as a technical sales specialist at one of the world’s largest telecommunications companies
An honors degree in communications from one of our nation’s most prestigious universities
Meritorious service in three branches of the armed forces
So why was it so difficult for him to find a good employment fit when he returned?
This thoughtful soldier would say, “It’s complicated.” Partially, it’s because businesses seem reluctant to take a chance on someone who could be recalled to active duty at any time. It’s also partially because some decision-makers seem intimidated by an impressive military profile. And, partially, it’s because his years of technical sales experience seem to over-qualify him for positions he would gladly pursue. (Ironically, as he has reminded me, he willingly traveled to a remote destination halfway around the world to perform tasks that were dirty, dangerous and sometimes mind-numbingly mundane, all in service of a higher mission.)
It seems ridiculous that business weren’t finding him attractive. It is even more ridiculous to learn that he was passed over not once, but twice, for a “troops-to-teachers” government initiative. Why? Apparently, the program didn’t feel that inner-city teens could learn English from a man who had trained poor Afghans to protect remote border villages from Taliban invasions, and had fostered productive relationships with wary Afghan tribal elders.
What’s happening here? It seems there are other factors to consider. It may not be obvious, but if we want to crack the employment code for returning veterans, it deserves a closer look.
Hiring Vets: More Than a Few Good Men (& Women)
Here’s my theory: If this soldier’s story is any indicator, we should recognize that this has been a very different kind of war — and its unique character fundamentally shifts the perceptions of those who serve.
Many missions include a strong humanitarian component. Objectives have centered on winning hearts and minds, while equipping Afghans to protect and sustain themselves through improvements in infrastructure, governance, agriculture, education and commerce.
Recent veterans have had a life-and-death hand in the future of the Afghan people. Regardless of their rank, they have contributed in a meaningful way, typically persevering in desperate and desolate conditions.
After such intense involvement in a mission, it’s a tremendous shock to return home to the U.S. and carry on as usual, without a strong sense of purpose. Perhaps that’s one reason why so many veterans sign up for subsequent tours of duty. Despite the clear-and-present need for an income stream, could it be that many vets aren’t simply searching for a job, but instead are seeking meaningful work?
With all the strengths that veterans bring to the table, perhaps some re-framing could lead both sides of the equation to a better sense of fit. Actually, come to think of it, couldn’t most of us benefit by re-framing our work lives as missions?
# # #
NOTE: Many #TChat participants offered constructive ideas to improve the re-entry, recruiting and onboarding experience for veterans. For highlights and links to helpful resources, scroll to the end of this post and check out the Storify slideshow there.
# # #
Highlights & What’s Ahead on #TChat
SPECIAL THANKS to this week’s guest moderator, Brenden “Bo” Wright (@BrendenMWright), director of information technology recruiting at Laureate Education. He’s also a Marine veteran who served as a nuclear, biological and chemical defense specialist. Brenden’s expertise in talent acquisition strategy and as a former member of the military brought tremendous depth and dimension to this week’s discussion. Did you miss the #TChat preview? Go here.
NOTE: If you’re a blogger and this #TChat session inspired you to write about veteran employment issues, we’re happy to share your thoughts. Just post a link on Twitter (at #TChat or @TalentCulture), or insert a comment below, and we’ll add it to our archives. There are many voices in the #TChat community, with many ideas worth sharing. Let’s capture as many of them as possible. And we hope you’ll join us next Wednesday, Nov. 14, at 7-8pm ET (6-7pm CT, 5-6pm MT, 4-5pm PT, or wherever you are) for another #TChat, when we’ll be exploring issues related to government policy and human resources. Look for the preview early next week via @TalentCulture and #TChat. Enjoy your weekend!
Q1: US legislation is creating skill certifications for military experience. What else could be done? #TChatBrenden Bo Wright
A1: Military service is not understood by most civilians – roundtables w/new hires to share stories & learning #tchatAlli Polin
#TChat A1 Skill certifications should count for college level creditFuji Fulgueras
A1: Opportunity to gain civilian certs during military service, documentation of experience (project management?) for certs #tchatJames Schmeling
A1: Clarity followed by autonomy to execute – but most people would benefit from that #tchatAlli Polin
Evening all. A1 Perhaps transition from military > civilian duties should begin well in advance of being relieved from the forces. #TChatEnzo Guardino
A1. The resources that are being pulled out of military should be channeled into the transition. #tchatMichael Clark
A1: #veterans are ready to serve in the private sector,private sector needs to be willing to create jobs that fit their background #tchatJen Olney
A1 Some of those skill certifications do not fully leverage the experience & capabilities of #Veterans. #tchatJoe Sanchez
#Tchat A1 There are thousands of public sector jobs out there. We list them everyday. Social technology can help bridge the gaps.GovernmentJobs
A1. Military veterans need tools and support for transforming internal obstacles. #tchatMichael Clark
A1: Companies can MAP their own skill reqs to the military certs so the Vets don’t have to interpret @MeghanMBiro @BrendenMWright #TChatNancy Barry-Jansson
A1. Maybe teach them a little bit about self-branding ? #tchatAshley Lauren Perez
A1: Unless you are hiring for the Mafia, get over the stereotype that you are hiring trained killers. These people have talent! #TChatTom Bolt
A1: The military has evolved and the civilian sector has to be educated in the skill sets that have each member has received #tchatJen Olney
A1. 2/3rds of the jobs in near future will require certification and/or degree. #tchatMichael Clark
A1: If legislation included required targeting of vets rather than just reporting (VETS-100) then more vets would be hired. #tchatJoey V. Price
A1. The term experience needs to be redefined. Skills for managing conflict, leadership and communication show up in many ways. #tchatSalima Nathoo
A1: Employers can bumble skills and experience screening. Don’t write off vets and/or long-term unemployed and/or part-time employed. #TChatKevin W. Grossman
#Tchat A1 Most transitioning military I know don’t want a handout. They want to earn their stripes in corp america like they did in militaryCyndy Trivella
A1: Military service is not understood by most civilians – roundtables w/new hires to share stories & learning #tchatAlli Polin
A1. Everyone must examine habitual thoughts-emotions-reactions towards all things military. #tchatMichael Clark
A1 These folks have unique skills – they are valuable! #TchatMarla Gottschalk PhD
A1: Military needs to do a better job transitioning #vets BEFORE their last 90 days of service. #TChatBrenden Bo Wright
A1: More information forwarded to employers so that they might understand military job skills better. #TChatRobert Rojo
#Tchat Would B nice to have gov reps who can work with employers to help them understand what programs, plans to have in place. A1Cyndy Trivella
@ReCenterMoment KEY A1- educate civilians. Wonder how this would work? #TChatMegan Rene Burkett
>> @cybraryman1 A1 make everyone aware of MOS (Military Occupation Specialties) and the training that had to be completed for them. #TChatMeghan M. Biro
A1. Organizations have to educated about the diverse experience and skill sets of military veterans. #tchatMichael Clark
A1: Certifications for military service are great. But will employers really value them? #TChatBrenden Bo Wright
A1. teach them to be networking-savvy. even civilians have a hard time finding work without this skill. it’s crucial. #tchatAshley Lauren Perez
A1: How about in Co’s branding message about TRUE stories of how they’ve helped put Vets back to work #tchatSusan Avello
A1: During outprocessing more detailed explanation on how military skills translate into civilian skills. #TChatRobert Rojo
A1 IMO 4 #Vet: transition counseling, business coaching, interview training, PLUS education 4 Employers on the skills gained as #Vet #TChatPam Ross
A1 Let me cut to the chase: Our corporate “head” has no idea as to how a 24 yo who commands 200 fighters fits into biz #HRfail #tchatSteve
a1. Civilians must be educated about the reality of life in the military. #tchatMichael Clark
A1 Have to make everyone aware of MOS (Military Occupation Specialties) and the training that had to be completed for them. #tchatJerry Blumengarten
A1: Because it is true, of course, that not all Vets necessarily have leadership qualifications from their service, right? #tchatMark Salke
A1. Maybe partner with RPOs or staffing agencies to help line up temp or perm jobs once they get out #tchatAshley Lauren Perez
A1. We need stories more than skill certifications to better understand how military experience translates to biz success. #TChatBob Lehto
#tchat @BrendenMWright a1: most important is providing vets resources who help “translate” their qualities to corp jargon/build confidenceMila Araujo
A1: Take advantage of transition assistance planning (TAPS). Start a year out. #tchatWilsonHCG
A1: Perhaps increased patriotism in the workplace can help as well. I haven’t seen too many American flags in local office places. #tchatJoey V. Price
A1: US should offer more accessible & updated job search training to #veterans – don’t just point them to a job board #TChatJobsite.com
A1: Make sure there is understanding by employers and the general public as to what it all means. #tchatRob McGahen
A1. We must transform how people perceive the people that serve in the military. #tchatMichael Clark
A1 Possibly more career counseling before leaving the military (I am not an expert on the current guidelines.) #TchatMarla Gottschalk PhD
Valuable point! @levyrecruits: A1 legislation created by how many of our reps whove served? #TChatMeghan M. Biro
A1 MORE awareness like this chat or @meghanMBiro Forbes article > list of WHYs = beneficial to employers #tchatCASUDI
A1: First, employers can reshape job descriptions to match the diverse experiences #vets can bring to a position. #TChatAndrew Henck
A1: Increase positive sentiment about the impact vets can have on the private industry by increasing awareness of skills from service #tchatJoey V. Price
A1: I hope that US legislation includes HR and Recruiting Pros input. Problem is still miscommunication #TChatJobsite.com
A1: Training programs and networks in place to support #vets once on the job for 60 – 90 – 120 + days #tchatAlli Polin
a1. This work must be done from all sides; public, private, personal, professional. #tchatMichael Clark
A1) Need to help vets translate military experience into work experience (on resumes and interviews) #tchatnancyrubin
Agreed** @BrendenMWright A1 Cos can do better understanding skills developed during milit
ary service. Burden shouldnt be #vet alone. #TChatMeghan M. Biro
A1 legislation created by how many of our reps who’ve served? #tchatSteve
A1: How do Vets demonstrate that their military experience translates “skill-wise” into civilian roles? #tchatMark Salke
A1 Offer ex-military rotating internships so they can gain experience, learn the corp culture nuances & select a career path. #TchatCyndy Trivella
A1: An outreach program to employers, to explain to them what the certifications mean… #TChatBrent Skinner
A1. More education of employere – not more mandates – Tax breaks at state & federal level for hiring Vets #TchatDave Ryan, SPHR
A1: Recruiters should take it upon themselves to recognize valuable skillset of #vets #TChatJobsite.com
A1 A “translation” of learned skill sets so they can be applied to jobs – #TchatMarla Gottschalk PhD
A1 more in-depth transition courses upon departure. Usually it’s a 2 day course and then “hadios” #tchatKeith Punches
A1: Organizations could do a better job of translating that experience into private sector leadership opps #tchatAlli Polin
A1. I would love to see them help #vets prepare for civilian transition months in advance. Increase transferable training #tchatAshley Lauren Perez
A1: As employers identify skills gaps, consider how hiring a veteran can specifically solve staffing needs. #tchatJoey V. Price
A1 Like the idea of providing skills certificates. Have to make all employers aware of them and the training & dedication of vets. #tchatJerry Blumengarten
A1: Companies can do better understanding skills developed during military service. Burden shouldn’t be on #vet alone. #TChatBrenden Bo Wright
A1: Turn off stereotypes and employers look at the person who is applying for the position with a full breath of their record #tchatJen Olney
A1. We need national all-channel media blitz teaching civilians how to support transitioning military veterans. #tchatMichael Clark
A1 #Tchat Put ppl into place that can help ex-military with soft skills training to integrate into a corporate environment.Cyndy Trivella
A1: Given that OFCCP compliance is so strict, recruiters should have required training translating #vets to civilian skills #TChatJobsite.com
A1: We all need to know that it takes more than legislation. You can’t legislate “right” and assume it will happen. #TChatTom Bolt
A1: Increase access outplacement training and connect employers with veteran pipelines similar to college recruitment. #tchatJoey V. Price
A1 Are they also providing subsidies for companies hiring #veterans? #TChatPam Ross
A1: Not sure how this legislation gets communicated to employers, but has to have meaning… positive, not punitive to employers #TChatTom Bolt
Q2: What management styles work best when leading an employee with military experience? #tchatBrenden Bo Wright
A2 Ex-Military tend not to ask a lot of questions. They want to power through a problem. Just know that extra help is appreciated. #tchatKeith Punches
#Tchat A2 Comps that encourage a culture of diverse ppl with different experiences may be a good culture fit.Cyndy Trivella
A2 would it be better to include vets in the team and lead like the others or isolate them for unique experience? #tchatJoey V. Price
A2. Based upon my experience, military veterans enjoy the collaborative, relatively free culture of the world of work. #tchatMichael Clark
A2 Ex-Military tend not to ask a lot of questions. They want to power through a problem. Just know that extra help is appreciated. #tchatKeith Punches
A2. The military pays in advance of services rendered! #tchatMichael Clark
A2: Vets have learned, first and foremost, the value of the team. #tchatMark Salke
A2. When I call a military person, they actually answer the phone! #tchatMichael Clark
A2 My experience with vets is they are human; all types of leadership style work. #tchatStephen Abbott
A2: Some of my #vet pilot friends also are also the most emotional individuals I know – They want leaders w/heart #tchatAlli Polin
A2 Military are used to taking orders so a more formal means of leading [in the beginning] should make them more comfortable. #TChatEnzo Guardino
A2. People in the military are clear about exactly what they are supposed to do in diverse situations. #tchatMichael Clark
A2 a leader that is not afraid to hire someone with more leadership experience. Not afraid to develop b/c vet will want to do more #Tchatcbpurdie
A2: On the lighter side, don’t raise ur voice. We’ve been yelled at by professional screamers. :) #veterans #usmc #tchatBrenden Bo Wright
A2. Based upon my experience, the military has intense precision, focus, discipline. #tchatMichael Clark
A2. I think it’s no different for anyone… ASK your employees (military or not) what the respond best to, and collaborate from there #tchatAshley Lauren Perez
A2: Vets are focused on accomplishing the mission, see what they need as far as resources and you’ll be amazed. #TChatRobert Rojo
A2: I’m gonna go for the low-hanging fruit: hierarchical? #TChatBrent Skinner
A2: Probably most any style would work with a #veteran, as long as respectful management is taking place #TChatJobsite.com
A2 Veterans have seen & worked under a variety of leadership styles (yes, they exist in the military). Vets are very adaptable. #tchatJoe Sanchez
A2: Again, don’t begin with mil experience… they were not born with a uniform… They were and are real human beings. #TChatTom Bolt
A2: Veterans are mature and can handle more than their share of stress and demands. Respect them and they’ll work wonders! #TChatRobert Rojo
A2 Depends on their experience with their military CO ;) @BrendenMWright #tchatSteve
A2: A more direct mgmt style, but make an effort to promote collaboration and idea. #tchatWilsonHCG
A2: Clear and concise communication – directive and intentions must be understood , no BS #tchatJen Olney
A2 I’d leave the vets in the community answer that one… #TchatMarla Gottschalk PhD
A2: Depends on the Vets experience and *aptitudes* – just like any population #TChatNancy Barry-Jansson
A2. Always have hard time w/generalization questions. Answers are never one size… We can’t fail to recognize the individual. #tchatJustin Mass
A2: Autocratic or Paternalistic mgmt styles both would work well, given the circumstance. #TChatJobsite.com
A2 Vets used to structure, planning, missions and staying on task. Clear communication is essential. #tchatJerry Blumengarten
A2: Indecisiveness is probably unacceptable. #tchatRob McGahen
A2 #Leaders in the military have to watch out for their teams first and themselves second – Lead by EXAMPLE #TChatMeghan M. Biro
A2. Military veterans have intensive training and experience in adapting to diverse circumstances. #tchatMichael Clark
A2: Trust. Mutual respect. Appreciation. Mission-oriented. And if u’ve served urself, an unselfish willingness to learn. #tchatBrenden Bo Wright
A2: I think we’d be surprised that it’s not necessarily “Command and Control” leadership that gets results, Even IN the military! #tchatMark Salke
A2 Structure and clarity of instruction #tchatCASUDI
Set boundaries but give plenty of autonomy, ya? A2. #tchatJocelyn Aucoin
A2: Probably depends on what level of leadership the former military held while in the military – this understanding is imperative #TChatJobsite.com
A2: What management style? Respect and open communication isn’t a style but I would think that’s the starting point… #tchatJoey V. Price
A2. Military veterans do not fe
ar command and control. #tchatMichael Clark
A2: Some orgs could learn a great deal from the structure and routine of most veteran experiences #TChatAndrew Henck
A2 Personal experience w hiring a #vet ~ my management style too “loosey-goosey” ~ I had to adapt = more structure :-) #tchatCASUDI
A2: So many mgrs don’t even know what “Yes, Sir” or “Yes, Ma’am” sounds like they’d prob have a heart attack #TChatJobsite.com
A2 Vets are individuals no one size of MGMT style fit all #TchatDave Ryan, SPHR
A2: Basically these are very bright people… they are very adaptable to any situation… train them… they will learn. #TChatTom Bolt
A2: When mgmt. manages a former military employee, it important to know that the work will be done. #Preciseness #TChatJobsite.com
A2: Familiar with authoritative leadership from TRAINED leaders. Don’t be wishy-washy. #TChatTom Bolt
A2 #Tchat Respect. Clear Communication. No B.S. Hierarchy where information goes up and down chain of command.Cyndy Trivella
Q3: What’s the biggest challenge for veterans in the civilian world of work? #tchatBrenden Bo Wright
A3: Translating your experience and intangible skills to the business world. Especially when you had an unusual job in the military #tchatDC
#tchat A3 19yr old soldier has lots of duties/responsibilities…25yr olds in corporations get the coffeeFuji Fulgueras
A3. With the pace of change, we’re all facing immense challenges in the world of work. #tchatMichael Clark
A3: Need to hear vets answer this question and note the responses #TChatNancy Barry-Jansson
A3. stereotyped. Ppl think of them as vets and forgot vets=people like us, duh. #TChatLiChing Ooi
A3 Some employers think Veterans’ achievements resulted frm ppl having to follow orders. Forget *leadership is about influence.* #tchatJoe Sanchez
A3: I’ve been told by co-workers that only ppl who couldn’t get into college join the military. To my face. #ignorance #veterans #tchatBrenden Bo Wright
A3 Trying to figure out what to do with my secret security clearance I got in the Army! Employers must recognize their service. #tchatJerry Blumengarten
A3. Feeling a sense of sole ownership to adopt new ways of being before walking through the door. Unfair burden. #tchatSalima Nathoo
A3: My experience was having a difficult time translating my military qualifications to civilian requirements #tchat #vetsChance Casas
A3. The greatest challenge is inside each individual. #tchatMichael Clark
A3: Vets will have a prob if they feel they R getting handout. They want to work for it. This ain’t charity, folks. It’s common sense #TChatTom Bolt
A3. Adapting to the unstructured flow of obtaining work is daunting. #tchatMichael Clark
A3: I’ve really got nothing for this question… #tchatRob McGahen
A3. Military parents, students, families face tremendous challenges. #tchatMichael Clark
A3: With recruiting pressures, I think it easier for a recruiter to move on to the next applicant. #TChatRobert Rojo
A3. bridging the gap between military language& civilian business language.need to find a happymedium of understandable communication #tchatAshley Lauren Perez
A3 – young vets may have never previously held civilian jobs, and while they’re adaptable it may be difficult at first #TChatSylvia Dahlby
A3. I can’t answer Q3. But I can ask how can I help? #tchatJustin Mass
A3 Recruiters unwilling to look creatively at transferable, more-than-employable skills. #TChatMark Babbitt
A3: Dealing with immaturity in workplace a challenge. There is an old saying that when you send a boy off to war he comes home a man #TChatTom Bolt
A3 I have hired a lot of vets and theyve lamented about lack of integrity and ethics from leadership. Couldn’t disagree either. #tchatJoey V. Price
A3 Many people dont understand how Military skills can be applied to their company~ they fear perceived aggression! #tchatCASUDI
A3. Most military people are keenly aware of how some people negatively perceive service. #tchatMichael Clark
A3 Learning that it’s OK to take a coffee break without being court marshalled for going AWOL. ;-) #TChatEnzo Guardino
A3: Perception – I think on both sides (employee and #Veteran) #TChatPam Ross
A3 – I think the biggest challenge for vets is CULTURAL, the military environment is nothing like most civilian employer/corp #TChatSylvia Dahlby
Any examples for us? and welcome! @JVPsaid: A3 inadequate job training. #TChatMeghan M. Biro
A3: I want to know more abt vet-to-civilian translated skills. Biggest challenge is that recruiters don’t know more or want to know. #TChatJobsite.com
A3: I was stereotyped as too rigid, only able to follow orders. Uptight. Inflexible. #veterans #tchatBrenden Bo Wright
A3. One of the greatest challenges is managing personal aspects of professional change. #tchatMichael Clark
A3 Annoying corporate culture “speak” can be a challenge. #TchatCyndy Trivella
A3: The misconception that they are not fit to serve in the civilian ranks #tchatJen Olney
A3: Perhaps stigma meets a lack of skill understanding in the world of work. Communication breakdown? #TChatMeghan M. Biro
A3: Finding meaningful work opportunities where their unique #strengths + experiences are leveraged for good #TChatAndrew Henck
A3: Transitioning in general..job roles/family/civilian life. #tchatWilsonHCG
A3 inadequate job training. #tchatJoey V. Price
A3: Civilians. #TChatKevin W. Grossman
A3: #Vets can be viewed as different than civillians – instead of looking at how we’re the same & ready to contribute #tchatAlli Polin
A3. The transition into civilian life and work can be surreal and intensely challenging. #tchatMichael Clark
A3: Managers who do not take the time to understand a veteran’s full experience could be an impediment to vets #TChatJobsite.com
A3: Being treated as equals, instead of someone who speaks a foreign language. #TChatRobert Rojo
A3: Nature and veterans abhor a vacuum… if nobody is in charge they step in and get things done. #TChatTom Bolt
A3: This is theoretical, but the feel of the urgency behind priorities is probably subtly different? #TChatBrent Skinner
A3: Don’t forget that many Vets serve in Nat’l Guard and have extensive civilian experience, too. #tchatMark Salke
A3 Stereotypes #TchatDave Ryan, SPHR
A3: Biggest challenge is lack of a visible chain of command… Who is in charge? #TChatTom Bolt
A3: They just need to be given a chance, #Veteran work ethic is far superior to most civilians #TChatJobsite.com
A3. Military veterans need comprehensive support before-during-after civilian transition. #tchatMichael Clark
A3 #Tchat Biggest challenge is probably same one civilian employees have: Lack of proper onboarding by employer.Cyndy Trivella
A3: People don’t understand the full value of the #veteran experience and discount it #tchatAlli Polin
A3: “Civilians” are probably the biggest challenge to veterans. #TChatJobsite.com
A3: Being given an opportunity. #TChatRobert Rojo
A3: Stigma, lack of knowledge of skills, education, training of modern military members, and translation of skills, ability, traits #tchatJames Schmeling
A3: Transition to civilian life for a #veteran is extremely difficult, adjusting to different work and mgmt. styles must be insane #TChatJobsite.com
A3: Biggest challenge? understanding the changes in how business communication works. #TChatJobsite.com
A3 Biggest challenge for Veterans in the civilian world of work is getting plugged into and leveraging professional networks. #tchatJoe Sanchez
Q4:
Does long-term loyalty help or hinder the career of a veteran in today’s workplace? #tchatBrenden Bo Wright
A4: Loyal to what – to the company, the brand, the people? I think people are more loyal to people than they are to companies today #tchatSusan Mazza
A4. The #TChat Recap should be required reading for all stake holders. #tchatMichael Clark
A4. Knowing how to connect dots between worlds transforms engagement and performance #tchatMichael Clark
A4 as long as skills stay shape loyalty does not hinder your career. But make sure salary is fair vs your value. #tchatJoey V. Price
A4 They have to learn to put the oxygen mask on themselves first. #tchatKeith Punches
A4: I tend to view most loyalty is from the employee to the employer and not the other way around. #tchatRob McGahen
A4 loyalty must never take a front seat* to skill sharpening and growth. Vet or otherwise. #tchatJoey V. Price
A4: Loyalty… in a world of it’s not what you have done; it’s what have you done for me lately! #TChatRobert Rojo
A4 how are you seeing loyalty hindering #Veterans @brendenmwright #TChatPam Ross
A4. We’ve got to bring colleges, universities, trade schools into the transformational process. #tchatMichael Clark
A4.recruiters sometimes cringe when they see job hoppers but the skills they might gain could be better than a person that had 1 job #tchatAshley Lauren Perez
A4 loyalty must never take a backseat to skill sharpening and growth. Vet or otherwise. #tchatJoey V. Price
A4: Loyalty is not a hindrance…it’s an asset. #tchatJen Olney
A4. I live in San Diego, the need is immense, the funding challenging #tchatMichael Clark
A4 It should help, I would think. Why are we thinking it hinders? #TChatPam Ross
A4: I don’t see how that can be viewed as a negative… #tchatRob McGahen
A4: Loyalty is great, but what distinguishes #vets from competitors is better. #tchat #TchatAlexandra Teague
A4: With the right employer, loyalty and commitment will speak volumes #TChatJobsite.com
A4. Organizations need to be educated about what military loyalty really means. #tchatMichael Clark
A4: I have worked w/ several #Vets – excellent colleagues & are devoted and always on time. Shock, especially among #GenY #TChatJobsite.com
A4. Growth & progress is as important (or more) as loyalty today, whether you are talking about military or civilian experience #TChatBob Lehto
A4: All I can say is – I sure wish I had a loyal “battle buddy” most days of my professional career! #TchatExpertus
A4: Long-term loyalty is what orgs and customers both want. For veterans, hell yea. Why is this a question? :) #TCHATChristina Brown
A4 #tchat Loyalty not reciprocated feels unjust. Employers must take care to give an honest view of their commitment to the vetMichael Leiter
A4: Just remember employers, loyalty should be a two-way street. #veterans #tchatBrenden Bo Wright
A4. People in the world of work are loyal to upward movement above all. #tchatMichael Clark
A4: The prob is that orgs don’t have the same loyalty these days as some individuals do #tchatAlli Polin
A4 Loyalty should be a big plus in hiring a #vet (there seems so little to go around these days!) {cynical smile} #tchatCASUDI
A4 For Vets loyalty = Total commitment..life-on-line. Civilians loyalty often means getting to work in time. Problem of perspectives. #TChatEnzo Guardino
A4. Sadly, I’m not sure that long-term loyalty helps veterans much less any job-seeker these days. By moving around, build a network #tchatGarick Chan
A4: Military is the most drug-free workforce in the US. Vets have higher rate of retention post-hire than general employee population #TChatTom Bolt
A4: A loyal employee is one that’s engaged in the mission and the vision – who wouldn’t want that? #tchatAlli Polin
A4. I must says that loyalty is getting harder to find . #Sendemmyway #TchatDave Ryan, SPHR
A4 Believing a company owes you loyalty or ignoring you own options is going to be a hindrance. #tchatStephen Abbott
A4: Loyalty is earned! #TChatRobert Rojo
A4: Long-term loyalty, for me, always a +. A major + if married to best-fit qualifications for the job in question. #tchatAnne Messenger
A4 Does long-term loyalty help or hinder the career of ANY employee these days? #rhetorical #tchatSteve
A4: Who woulda thunk loyalty could ever be negative? But it can be if #vet doesn’t see bad situation. #tchatBrenden Bo Wright
A4. Military veterans are trained to think team first, world of work often me first. #tchatMichael Clark
A4 Nothing better than a loyal employee…valued, rare. #TchatMarla Gottschalk PhD
A4 Where I come from loyalty will never hurt you #TchatDave Ryan, SPHR
A4 Long-term loyalty is never a hindrance for anyone’s career. #tchatStephen Abbott
A4: Both. Helps because employers recognize loyalty. Hurts because career growth becomes stagnant #tchatChance Casas
A4. Long-term loyalty’s dead in the world of work. #tchatMichael Clark
A4: Long-term loyalty could also be interpreted as unwillingness to change or grow in a quickly developing company #TChat Sad, but true.Jobsite.com
A4: For company: Most loyal employees you can hire. For Veterans: Learn to look beyond today and don’t be guilty of blind loyalty. #TChatTom Bolt
A4 #Tchat LT loyalty can help with being accepted and being team a member. Can hinder b/c they R not exploring better opptys.Cyndy Trivella
A4: Long-term loyalty could be seen as a hindrance by hiring manager, might show inflexibility #TChatJobsite.com
A4: It helps and shows employers dependability and dedication. #tchatWilsonHCG
Q5: How can HR/recruiting tech help internally assess and translate veteran assets to employers? #tchatBrenden Bo Wright
A5. Leaders, HR, tech all have priceless expertise to contribute. #tchatMichael Clark
A5 HR professionals know exactly what it takes to be successful in the world of work. #tchatMichael Clark
A5 help #vets learn to speak the civilian language, and translate their skill sets to something companies can understand #tchatChance Casas
A5: Recruiters should understand that many military folks are active on social media on their tours. Seek talent & depth! #milblogs #TChatExpertus
A5 I find HR professionals to be dynamic and helpful, eager to guide and support. #tchatMichael Clark
A5. HR people and military people share a dedication to service and people. #tchatMichael Clark
A5 tech wont differentiate vet skills unleaa vets consistently rate high on personality assessments and leadership assessments. #tchatJoey V. Price
A5: A reputation for hiring and successfully utilizing Vets’ skills might go a long way in employment branding… #tchatMark Salke
A5 By converting experience & skills expressed in military terminology to language relevant to civilian job & using video to show fit #tchatTim Barry
A5: Carefully construct and publish roles and responsibilities for positions – be clear of expectations and requirements #TChatKathy Herndon, GPHR
A5: We HR & recruiter types owe it to the #Vet community to understand what a Vet brings to the table. Who is ready to try? #TChatBob Lehto
A5: Be intentional about #veteran outreach – don’t just expect them to pop up in the ATS and get hired #tchatAlli Polin
A5. Via SoMe, connect military veterans with top teachers of workforce skill sets. #tchatMichael Clark
A5 its not HRs fault. So many companies lack succession plans and career dev
elopment. That is a senior leadership decision. #tchatJoey V. Price
A5: Include #veteran outreach and hiring in your workforce plan. Then do it. #tchatBrenden Bo Wright
A5 Often, HR focus is on Veterans’ tangible skills like security. Know & understand applicability of intangible skills as well. #tchatJoe Sanchez
A5: Use #SocialMedia to learn from one another – look at the success of this chat! #TChatKathy Herndon, GPHR
A5. Organizations must be given incentives to hire military veterans. #tchatMichael Clark
A5. Accessible education, training and development are critical. #tchatMichael Clark
A5: Take your orgs #veterans with you to military job fairs. Don’t just sent ur recruiters. #tchatBrenden Bo Wright
A5: By getting vets placed in positions where they can succeed with the skillset they bring to an organization, not to fill a quota #tchatChance Casas
A5: I think only an HR or recruiter that is a Vet will understand what a Vet brings to the table. #TChatRobert Rojo
A5: Tell them “Follow me” and then don’t be surprised. Tell them to lead and you might be surprised. #TChatTom Bolt
a5. HR builds bridges between organizations and military veterans. #tchatMichael Clark
A5: How about involving a #veteran in the interview process? Hmmmm? #tchatBrenden Bo Wright
Yes! “@MRGottschalk: Brilliant – @TomBolt: A5: Provide new hires with former military mentors early on in their career. #Tchat”Mila Araujo
A5 I will hire life experience over college degree any day #tchatRobert Moore
A5: Skill assessments and performance reviews are not only for #vets but will help orgs better translate & appreciate #tchatAlli Polin
A5 Charge your existing veterans with leading a mission to develop a program for your company #tchatSteve
A5) Learn to understand and translate military language into business language. #tchatTim McDonald
A5. help them find examples that will work well with specific behavioral interview questions #tchatAshley Lauren Perez
A5: Some of the most successful ppl I know w/o degrees are #Vets who were trained in service #TChatNancy Barry-Jansson
A5: Training is no only for the veteran. Co-workers who are non-vets are a key part of the success story. #TChatTom Bolt
A5 #tchat assessing vets skills requires a deep appreciation of ability w/o the prop of credentialsMichael Leiter
A5: If one solid vet hire is made because an HR Dept or Recruiter took the time to learn about cross skills? #GoodInTheWorld #TChatJobsite.com
A5: Create channels to link #vets with internal mentors to ease transition #tchatJen Olney
A5: Get involved. We’re hosting #OpTrans, which is completely free for all veterans, spouses and active military about to transition #tchatWilsonHCG
A5 Many traditionally attractive attributes have fallen by the wayside in today’s work culture. Like Loyalty & Integrity #tchatMark Salke
A5: Competencies and proven problem solving ability or specific experience? #veterans #tchatBrenden Bo Wright
A5: Look at top skills/strengths against experience – think orgs may be surprised by #vets range of skills & impact #tchatAlli Polin
A5: Use tech configuration to protect against discrimination. #TChatKathy Herndon, GPHR
A5: Get in touch with orgs that assist vets in finding work – they will have vital information for the recruiter and Hiring Manager #TChatJobsite.com
A5 REALLY like the idea of Ex-Military Mentors !! Anyone know of any Orgs or associations like this? #tchatKeith Punches
A5: Employees should use valid and reliable skill and experience assessment for all who apply. Simulations depending on jobs. #TChatKevin W. Grossman
A5. HR may be the most essential player in making this transition successful for military veterans. #tchatMichael Clark
A5 Folks in HR/recruiting need to become COIs at the local recruiting stations – they’ll learn very quickly #tchatSteve
A5: OPEN up communication channels and *create opportunity* for #Vets #Veterans to share their personal brands! #TChatMeghan M. Biro
A5 Use the STAR system for interview and equate that to a company problem or challenge. #TchatCyndy Trivella
A5: Seriously assess the college degree requirement. Is is really required? Big roadblock for hiring enlisted vets. #tchatBrenden Bo Wright
A5: Provide new hires with former military mentors early on in their career. #TChatTom Bolt
A5 HR should learn military language for skills. It changes less often than corporate skill naming trends. #tchatStephen Abbott
A5: Target military candidates! Like other classes of people. And consider it a patriotic duty to coach them and hire them. #TChatTom Bolt
A5. what @wilsonhcg is doing – help them get their resumes looking good so recruiters can easily see how they fit within their org #tchatAshley Lauren Perez
A5 Military must be GR8 listeners. Emphasize their listening and information-retention skills. #TchatCyndy Trivella
Jumping the gun on A5: Same as w/civilians? #TChatBrent Skinner
It had been but a few days since I had joined Twitter. My time on the stream was spent searching terms like HR, workplace and innovation, and following those who shared content in these areas. I had been watching and listening to see who and what resonated with me, what ignited my brain, what made me go “ah-ha” when no one was watching me behind the comfort of my computer screen.
It came suddenly — 140 characters of a call to action. I couldn’t leave an idea behind, I just couldn’t and I didn’t. I typed what I thought and I clicked it out to the Twitterverse. I left everything on the social stage, and what happened next was unexpected and extraordinary: My tweet was quoted in the recap blog post. Validation — someone out there was listening.
By leaving no idea behind, I left an impression, a meaningful one, and here I am one year later writing the recap for the very chat that indoctrinated me into the social world of work.
Field Trip
I had the honor of attending the 13th Annual Illinois State Human Resource Conference and Exposition held just outside Chicago this week as a #TChat ambassador and collaborator. I helped facilitate our first-ever live #TChat event integrating social engagement with a traditional, brick-and-mortar conference. That’s what this week’s #TChat was about — leading at the intersection of social and physical, HR and digital, people and potential.
This week’s #TChat was also about removing the barrier blocking perceptions about social HR — by simply talking about social HR with workplace leaders on the front lines. When we remove walls, we find that we’ve always been just a few steps away from greatness, connecting face to face and sharing opportunities. This is HR 4.0 – it’s about celebrating the art of the social conversation across the organization, whether in person or in 140 characters.
Report Card
An A+ goes to our community at the conference and on Twitter, as well as our panel of leaders for waving the flag of workplace culture. That’s what it’s really about at the end of the day, right? We create the conditions for an organization to thrive in a sustainable way, and there will be more on that next week. As for this week’s event, we came from different countries and technologies, paraded our ideas, and cultivated connections. The exchanges were epic, and the event was unprecedented. #TChat Live at the Illinois State HR Conference & Expo was an Olympic event in the World of Work. …and everyone came out a winner.
Editor’s Note — Thank you for joining this week’s special-edition #TChat #ILSHRM event. Next week’s #TChat will occur at the regular time: 7pm ET (6-7pm CT, 4-5pm PT, or wherever you are). We look forward to seeing you there.
Image Credit: Stock.xchng
00Salima Nathoohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngSalima Nathoo2012-08-09 10:05:422020-05-22 14:44:51HR Is Not the Quiet Kid in the Boardroom…Anymore: #TChat Recap
HR means a lot of different things to a lot of different people. To me it’s been my career. I’m not sure how else to write this in the moment. I have a lot of respect for HR practitioners that are KICKING it in the trenches every day.
Ask someone on the street and they’ll say, “The lady who tells me I’m hired, gives me my employee handbook and sets up my benefits.” Ask someone inside a company and they’ll say, “The guy who tells me I’m hired, gives me my employee handbook and sets up my benefits.” Ask executive management and they’ll say, “The lady who tells me I’m hired, gives me my employee handbook and sets up my benefits.”
Wait, what? This cannot be….HR is so much more. And yes, this includes talent management and employer branding and…marketing and CEOs. We are all uniting and becoming social. This pretty much includes many different units in the workplace. Why we call #TChat The World of Work. It’s everyone.
Unfortunately lots of people (still) dislike HR departments and many still view them as the office caricature, the resume screener, back office administrator and compliance office police officer that nobody wants to work with, one of the grim realities HR pros deal with on a daily basis. The reality is so many more also know how to keep the hiring pipeline full, how to help deal with difficult or disruptive employees, and how to build and sustain an attractive workplace culture.
But let’s be honest: HR is usually seen less as curators of workplace culture and more as the police brought in to direct traffic or quell a riot. So how do we change it up? What can we do to be seen as core to the management team, positive influences, trusted partners committed to building a rewarding and resilient workplace?
Sociable vs Social – There’s a Big Difference
The key for HR is to become more human; to be more social. This doesn’t mean office birthday parties or the annual holiday party or having a beer with the work gang after work. What it means is that we have to stop focusing on managing risk and start focusing on creating and sustaining social interactions in the workplace — to hiring responsible and accountable employees who communicate and collaborate and all the other buzz “c” words you can think of, as well as doing their jobs (and then some) to help the business grow and thrive.
We have to drop the game face and show our human side. People, after all, work for people, follow people to jobs, leave jobs because of people. We have to be people before we can lead.
Right?
In the interests of exploring what it means to be more human on the HR job and how that pays dividends in small business and the enterprise, we’ve decided to look at what it takes to become social HR leaders in this week’s TalentCulture #TChat World of Work. From using social technologies and tools to spark disruptive change in the workplace to dissecting the qualities of leadership, we’re eager to hear what the community of chatters thinks about what it takes to be a social HR leader.
Susan Avello (@SusanAvello), someone who knows a thing or two about social HR, will be our guest moderator. Alongside her, to field your tweets, will be yours truly (@MeghanMBiro) and Kevin W. Grossman (@KevinWGrossman), as well as Sean Charles (@SocialMediaSean), Salima Nathoo (@SocialSalima) and Brent Skinner (@BrentSkinner). Be sure to join us at 7 PM EST / 4 PM PDT!
This will also be a preview to our first-ever World of Work live #TChat Session at the 13th Annual Illinois HR Conference & Exposition, one of the many HR Super Social Hero events that occur throughout the year. I want to personally thank Dave Ryan (@DaveTheHRCzar), Susan Avello (@SusanAvello), Donna Rogers (@DonnaRogersHR), John Jorgensen (@jkjhr), and many , many other friends who have always supported our efforts to make the World of Work more social. I like hanging out my friends in the trenches and it all starts with #ILSHRM coming up next week August 5-7, 2012. Our live session will be Monday, August 6, from 5-6 pm CST. I’m honored to be here with many of my friends and colleagues.
Here are the questions we’ll be discussing in this week’s #TChat (and next week at #ILSHRM):
Q1: In HR and the world of work, what does it mean to do the opposite of what’s been done to spark disruptive change?
Q2: What are the traits that make for a great HR pro?
Q3: How do great leaders lead in business today and why?
Q4: What are the cool new HR technology tools and why?
Q5: Where does social media make sense as an HR and recruiting tool and why?
So join us tonight, Wednesday, August 1, and if you’re in Chicago starting on August 5, come see us at the Illinois State SHRM session! Meghan M. Biro and Kevin W. Grossman look forward to discussing the above questions with our esteemed panel:
Geoff Webb (@SocialHRGuy) and Salima Nathoo (@SocialSalima) will be our special live audience moderators — because like our weekly online #TChat, this session’s all about participation and inclusion — for everybody. Let’s be inclusive and social. We can do this.
No rifts, but we most certainly did riff and make sweet rock and roll insight together. The folks who gathered on site of our generous hosts Talent Technology were made up of progressive HR and recruiting professionals ready to learn, share and take the lead in all things social and the world of work.
Many still struggled with convincing their leadership the value of social recruiting and social marketing and blogging and even using LinkedIn to source from, for goodness sake (which is the most embraced mainstream professional social network these days, although there were those of us who argued if it was truly social or not, but I digress).
Yes, the collective did indeed riff in one session after the other, and it all crescendoed during #TChat. Although at first there was hesitation, a groupthink holding of breath, the very fabric of time stretching at the seams, we all watched the livestream of the online #TChat stream away.
I then broke free and moderated away, and what ensued was a delightfully smart, provocative at times and sometimes heated exchange about how much of the personal and professional should we combine in our personal and professional lives. Should there be boundaries?
What we discovered is that we do all have our own boundaries of varying degrees, but when we get together live at events like this, ad hoc communities within communities form, and we do combine our personal and professional lives, solving our world of work ills from the inside out.
We’ve been spending so much arguing inside our companies of whether or not business leadership, including HR and recruiting, and including everyone down to the front line employees, should be using social media to do anything, when all along the argument should be whether the why not.
Am I right?
Click here if you missed this week’s preview, and check out the slide show below of prime-cut tweets from Wednesday’s chat. We can’t wait for next week’s conversation. Stay tuned for the preview.
00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2012-05-18 11:21:462020-05-22 14:16:04Whether the Why Not of Social HR Leadership: #TChat Recap
There’s a fun event today, Wed May 16th – A Live Social HR Camp being hosted from Vancouver, BC Canada and six other locales spread across four countries. It’s the first-ever SocialHRCamp, an un-conference aimed at helping HR professionals collaborate to determine what it takes to leverage and integrate social media within the workplace. Pretty cool stuff. Also, check out Hashcaster for the live tweets and of course your favorite Twitter client.
I’m also excited to play hostess, speaker for our Boston, MA event that will take place the first week of December here at Google Cambridge — Please stay tuned for more information on this event. This will be big fun and a hands-on social learning experience for all.
You can imagine, given my heart for social workplace and all things Canada (No, I’m not Canadian but sometimes I’m mistaken for – cue laughter), how much I’m looking forward to the event. Many of our community players will be here live. So many friends in fact that we’re integrating it into this week’s World of Work #TChat. As we Chat, we will be pulling in attendees from #SocialHRCamp from the cozy confines of Cambridge and around the globe.
I won’t have to bring a sleeping bag or worry about spiders or outside showers, but I will be a happy camper, chatting about our philosophy: Leaders need to be more active and hands-on in social media engagement and strategies.
Regardless of your industries, roles, or belief systems, it’s critical, as leaders and HR professionals to be active in social media. Building trust with employees, customers and prospects through your brand, using social tools, is now a core competency. Together, we’ll also explore how (or maybe when) to combine personal and professional social as it relates to workplace and career to strike a fine balance, based on common sense and your own beliefs regarding brand humanization.
The theme for this week’s #TChat World of Work will be ‘Social HR: Engage the Humans for Social HR Leadership’
We’ll ask, and debate, the following questions:
Q1: How should HR play authenticity and transparency when stepping into social for the first time? What tools should we use?
Q2: How does social recruiting differ with Gen Y than other generations? Why or why not?
Q3: Is LinkedIn just a job board pretending to be a social network? Why or why not? And should HR care?
Q4: Should business leadership be blogging, tweeting and sharing on social? Why or why not?
Q5: Should we combine the personal and professional in social? Should there be boundaries? Why or why not?
So grab your canteen and join us Wednesday on Twitter for #TChat. This is happening May 16th on Twitter from 7-8 pm ET (4-5 pm PT). Please tune in from wherever you may be. I’ll be your moderator on Twitter @MeghanMBiro along with @socialmediasean and @brentskinner – We will be aided by our live Vancouver panel moderators @KevinWGrossman@SocialSalima and other community friends.
Think it’s almost summertime. Think camp. Think about how to use social media to engage as a leader or employee in your workplace or career role. Talk to you Wednesday!
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-05-15 13:13:482020-05-22 14:15:15Engage The Humans for Social HR Leadership: #TChat Preview
NOTE this post is mine from 2010. I’m still here talking about this topic I’m passionate about. Why – You ask? Because we have more work to do. Our next Social Talent Show is tomorrow with the one and only Libby Sartain, former HR executive for Yahoo and Southwest, who will focus on these topics and share tips on how to align employee and company brand. One of my very favorite topics for many reasons.
Very often, leaders believe a company’s brand is just a marketing tool, and that it doesn’t have to do with the people working for the company. That’s exactly the opposite. The best talent will be attracted to your business because of its appealing brand, the image it conveys to the public, and your employees will want to stay and give their best because of your workplace culture.
The big tech companies understood that very early: The talent war is rampant in technology, and engineers are now attracted not only by financial aspects, but mostly because of a brand’s name, and when they do join these companies, the workplace culture is so strong, every little detail embodies what the company stands for – that employees all feel part of a kind of family.
Now I’m not saying you need to build a cult or anything like that, but workplace culture and the employer’s brand go hand in hand, becoming the best ways to attract and retain talent that is slipping away.
And that leads me to my second tip: If you have both, great, but it’s incredibly important for the employer’s brand benot only to be appealing, but also to genuinely reflect “what it’s like” to work there; otherwise, after a few months or weeks, employees will feel fooled and start looking elsewhere.
In the same manner, when a company “oversells” their employer brand in the recruiting process, leaders run the risk of losing talent in the long run due to poor communication in the recruiting, hiring, and onboarding process.
So how to avoid that? As a company, build a brand that is true to you, to what the company is really about, nothing more, and then LIVE your brand. It will be that much easier if it’s genuine, and workplace culture will get reflected in everyday life at work.
It’s a little bit like the story of a pet store that wouldn’t allow employees to bring their dogs in. Not very authentic. But if the pet store’s brand promise is the love of dogs, then everybody working there should feel that love: The company can even have a dog sitting system, or employees’ dog contests, to truly live the brand.
Build a workplace culture that is consistent with the brand displayed to the public. You can win!
That’s my take. For more on these topics, join us tomorrow with Libby Sartain, HR expert and employer branding guru, at 2pm EST and 11 am PST – Register here! Share your story and join the conversation to build the future of work!
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-04-24 14:53:532020-05-22 14:08:18How to Get Ahead in the Talent War
Breaking news: Video is being used in the workplace for recruiting and talent management. It’s a technology that supports social collaboration and interaction, but do company leaders see it that way, too, or mostly as an aid to surveillance? Put differently, have attitudes progressed to view video as a two-way tool? And which leaders are using video to train employees who work from remote locations? After all, we are a global workforce.
The answer: Yes, all of the above, and a lot more. Video is bigger than Lolcats on YouTube; it’s a legitimate business tool. Companies that are using tele-presence technologies to support global team interaction and collaboration are also increasingly turning to video for HR support, and uses now range from interviews to managing remote teams and providing learning content for a decentralized workforce. Safety training is a big application, and other workplace learning opportunities have been in place for a while.
And what can we make of amateur user-generated video? The barrier to entry couldn’t be lower. Web cams are embedded in most mobile phones, tablets and laptops; it’s a technology that appeals far beyond Gen Y. Tell the truth: How many video Skype conversations have you had with your parents in the past year? Did you know Skype supported 32 million concurrent conversations recently?
Some of the most practical applications of video are for job seekers — e.g., video resumes. Check out ResumeTube and BrightTab, for instance. More applicants are putting these together, but it’s unclear to what extent video resumes will supplant, rather than supplement, the traditional resume. Actually, plenty of technology threatens resumes’ turf, but that is a conversation encompassing more than video. Suffice it to say that video resumes may edge out first-level phone screening over the short term. Furthermore, more companies are using video interviews; again, however, it’s unclear, when, if, and how quickly these will replace traditional interviews, or if video interviews will become the new first-level applicant screening tool.
Because video is a form of in-real-life (IRL) interaction, we believe the technology has potential to make the workplace more productive (as long as your Internet connection speeds are up to snuff). Nevertheless, the use of video may sometimes be inappropriate in the workplace — e.g., to convey employee sanctions, to negotiate get-well plans and short-term objectives, and to terminate employment.
And look at it this way: There’s nothing like a real, signed letter to make a job offer sing. Video can’t do that.
Because “video in the workplace” is a large topic, and because there are still many open questions about workplace privacy rights and the application of this technology to the benefit of HR, it’s a perfect topic for this week’s TalentCulture #TChat.
Here are a few of the questions we’ll be discussing:
Please join us Wednesday night for #TChat. That’s Febraury 29 — don’t forget: Leap Year has given us an extra bit of February. Fire up Twitter at 7-8 pm ET (6-7 CT, 4-5 pm PT, or wherever you are) to join me and moderator Maren Hogan, as well as Sean Charles, Kyle Lagunas and the newest addition to our team, Brent Skinner. Usual #TChat mainstay Kevin Grossman is in Austin, Texas, this week to attend TLNT Transform, but even he might swoop in for a tweet or two. We won’t be using webcams, but we’ll be visualizing all of you. Talk to you (see you) Wednesday.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-02-27 17:05:332020-05-20 18:16:41Caught on Video — The Employee Lifecycle: #TChat Preview
“Any change, even a change for the better, is always accompanied by drawbacks and discomforts.” — Arnold Bennett
Not really what we want to hear when we don’t think anything’s broken. Leadership is one key to driving innovation “buy in”. It’s critical for us to stay close to the rapid developments happening in the social marketplace.
Take marketing for example. You’re in business selling magical whizzie-whigs and you need to generate visibility and leads in order to sell them. And that’s what you do — brand marketing, content marketing, direct marketing, media buying, public relations, social media marketing — a complete integrated marketing strategy.
Those new leads that are generated are then passed over to sales to follow up on and eventually close. Some of them at least. Those in the lead pipeline may be nurtured and marketed to so as to inch them along to close.
Then what? Those that do close become customers and are handed over to account management and customer service folk and then —
A year later when it’s time to upgrade their magical whizzie-whigs, a percentage say thanks but no thanks. “Just wasn’t the right product/service for us.”
User adoption correlates tightly with customer retention, and yet, marketing gets them to the door and sales closes it, then marketing and sales sit on the porch and have a few beers. You’d think that an integrated marketing strategy include a retention investment, but it’s not.
Same with recruiting talent, regardless if we’re talking contingent, retainer, corporate, RPO — but the argument is that, after the final candidates are presented, even closed, “management” leadership takes over and whatever happens 3, 6, 12 months down the road, ain’t recruiting’s problem. Humans, Leaders, People are fallible and ain’t nothing I can do about that. This is a complex story.
But I’d argue that insightful leaders understand that reducing turnover, increasing team retention and improving overall quality of fit with workplace culture are huge initiatives in an ever-changing and highly competitive social talent economy. That means everybody pre- and post-onboarding on your team plays a role in “user adoption.” The recruiting technology and service industry may worth over $124 billion, but if inefficient talent acquisition and management keep bleeding me out, well, you do the math.
Recruiting IS marketing and sales. Are we on to something here? Marketing and sales should be customer service, but it’s not. Marketing and sales should be partners in retention. The models must change. Leadership must want to change first and the rest will follow. Let’s keep moving forward.
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-02-09 12:29:132020-05-20 18:11:39If It Ain't Broke…Well, Maybe it IS Broke: #TChat Recap:
Great news is unfolding or so it seems. It appears that job growth is not only on the upswing but also showing sustained growth. For the first time in years the unemployment rate is under 8.5 percent (although it’s easy to quibble with what the ‘rate’ really measures). All this is good news for the recruiting/talent industry, which, according to Josh Bersin, is a $124 billion USD market….Did I just say that?!
For starters, 2011 was the year social recruiting took off. Arguably it’s more cost-effective to use social channels than it is to bring in an outsourced or contingent recruiting firm. Add talent management and talent community software, and you’ve brought a new level of automation to recruiting, using social channels, at a much lower price point than would be possible using a big-name firm (or even a few hyper connected talent management pros – we still exist too).
Secondly, CEOs worry about a lot of stuff, and recruiting talent is not always in the top five unfortunately. CEOs worry about the Board of Directors, hitting financial targets, maintaining leadership in their industries, staying ahead of competitors and maintaining positive brand awareness. While having the right people on board affects all of these, it’s not, by itself, a CEO’s job 1. So tell the CEO you need to spend X dollars on recruiting and he or she is going to ask why. And you better have a compelling, fact-based story.
Third, social media’s impact on recruiting talent has changed everything for all of us. I mean EVERYTHING. We’re talking more than LinkedIn, which by itself was a game-changer. Back to talent communities, talent management software and other uses of social media in the workplace – recruiters have to be ahead of the trends and adjust their business models accordingly. Those who don’t will fail. Maybe not tomorrow, but definitely in the short-term future. Leaders need to adjust models for hiring talent as well. This cuts both ways.
So while the economy may be adding around 200,000 jobs a month, fewer of those will be sourced via traditional recruiting. New recruiting models are emerging every month. So this week on TalentCulture’s World of Work –AKA #TChat– we’re going to have a difficult discussion for Leaders, HR and recruiting rock stars about 2012 Recruiting Trends. We rotate topics every week that are timely to bring you the latest and greatest information.
Yes, so much unfolds, but who is getting in on this giant market? How can leaders decide what to do next?
So let’s come together to explore what to do with the $124 billion dollar industry. Because you can’t buy every single recruiting model at once. Or can you? Join us Wednesday night on #TChat The World of Work February 8th from 7-8 pm ET (6-7 CT, 4-5 pm PT), where recruiting and leadership “buy in” topics are in the hot seat. Join me, Kevin Grossman, Maren Hogan, Sean Charles and Kyle Lagunas for a very special #TChat.
Q4: Is the contract recruiting model old school and costly? Why or why not?
Q5: What other recruiting models, both corporate or contract, are emerging and why?
00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-02-07 10:06:132020-05-20 18:11:15Talent Leadership & a $124 Billion Question: #TChat Preview
Today, SmartRecruiters will announce a $5m Series A. Yesterday, TalentCulture had a chance to sit down with Jerome Ternynck, founder and CEO of the Bay Area company, and talk about what this means for his team, the product and the industry moving forward.
First up, the details about the round. Started in October, the “pretty competitive” round came to a head in December with by Mayfield, a top-tier Silicon Valley VC.
“It’s a good environment for startups,” said Ternynck calmly. But, the entrepreneur explained, he thinks it’s a little more than that:
“Free as a monetization model. This is something we are seeing. Free could well be the next generation of software,” he said, echoing a trend that many analysts have been predicting since “freemium” came into play. However, Ternynck takes it a step further:
“From subscription to freemium, free is the logical next step if you can find the right business model. The way we play it is almost a platform play,” opined Ternynck. “Some clients have called us almost an iTunes for recruiting.”
It makes sense if you look at the ambitious product roadmap in place for SmartRecruiters. Essentially it’s free software to manage recruiting tools, no matter how far you look, or how deep you dig there really is no cost to the user to use SmartRecruiters. If you apply the iTunes analogy, it really doesn’t need an attached cost. SmartRecruiters is a platform through which you buy recruiting services and Ternynck is hell-bent on making sure that’s easy to do.
Of course, this isn’t the only funding or acquisition to make the news in recent weeks, but it further cements what Ternynck calls the consumerization of enterprise tech…and the fact that it’s finally hitting the HR Tech Marketplace.
“A lot of the enterprise technology is being brought in by users,” explained Ternynck. Think about the tools you use on your work PCs, iPads and smartphones. Those efficient and brilliant little apps and software platforms are being adopted by consumers, who bring them to the enterprise, which in turn rolls them out on a corporate level.
“This is really something we see happening across all markets. Big change in how you sell to enterprise,” said Ternynck. But selling isn’t really what he has in mind. SmartRecruiters has no plans to amass a huge sales force because the process is actually “frictionless”.
“In the beta phase, we removed all the friction. It’s completely automated, you don’t need to speak to anybody, you actually just need to post your job,” he said. In fact, there is no sign up process on SmartRecruiters. And that’s by design.
“Need to hire someone, come here, post your job. If you enjoy it, chances are you are going to share it, facebook, social network, use our social referral service…recruiting is not about tracking or automation. It’s about sourcing, engaging and hiring great candidates,” insists Ternynck. “It’s a social encounter.”
No, SmartRecruiters is going to put “all of the money into product awesomeness”. Which makes sense when you have a free product. So what’s next for the product with this new round?
“We want to put jobseekers back at the center of recruiting software. It should be much more enjoyable and much more social. We’re building features around a one-click apply and allowing candidates to express interest more easily,” said Ternynck, ticking off features that the SmartRecruiters team is adding while also naming features that were soon to be gone, like the application form.
And while the Bay Area based team will not be building a huge sales army, Ternynck plans to add at least 40 jobs in the hopes of creating “tens, hundreds, even thousands more.”
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2012-01-18 04:55:552020-05-20 18:07:10SmartRecruiters' Idealism Pays Off
The diversity perception is much different in practice. The reality is, we discriminate; we stink at giving folks a fair shake, especially when they’re not familiar.
Many of us in the world of work try to be fair, try not to choose one applicant or an internal candidate over another because of attractiveness, ethnicity, religious affiliation, physical capacity and many other attributes, including innovative like-mindedness, which isn’t the same as diversity of thought.
But we prefer the attractive familiar, however subjective, both physically and mentally.
“The research reveals that when viewers saw a female face for 250 milliseconds, women who wore color cosmetics rated more highly in the categories of attractiveness, competence, likability and trustworthiness. However, when participants were allowed to look at the faces for a longer period of time, while the ratings for competence and attractiveness stayed the same, the ratings for likability and trustworthiness changed based on specific makeup looks.”
Yep, we’re superficial like that. The heroines are pretty and competent and the villains are ugly and incompetent.
Sarah Palin is hot, but Hillary Clinton is not. Right?
Personally, I’ve tried to break through that practice in previous hiring incarnations. I would like to think that I’ve hired based on quality of fit, not familiarity. Maybe I have at times. I hope so. If you and you organization feel that you’ve broken the discrimination barrier, then show us your diverse employed huddled masses on your career sites, not stock photos of airbrushed pretty models wearing makeup.
On the other hand, while I’m all about the best talent working for me, regardless of background, businesses aren’t social programs and shouldn’t be treated as such. In fact, the best business leaders could give a hoot about tolerance and diversity when they want their folks to be the very best they can be — for the themselves and the business.
Encouraging diversity of thought for driving innovation and growth regardless of background should be the best practice, but fairness need not apply. Get the edge by becoming familiar with the unfamiliar, if there’s a quality of hire fit.
We appreciate everyone who tackled a difficult topic with us in 140 characters! We appreciate our talent community. Each of you for you.
1) Does diversity still matter in the new world of work? Should it?
2) What are some of the benefits of building and maintaining a diverse workforce?
3) What are some of the biggest misconceptions or myths surrounding diversity & inclusion?
4) Who should be responsible for driving diversity in an organization?
5) What does a diverse workforce look like? How can its business impact be measured?
6) What’s the future of diversity? How do you see attitudes or approaches evolving over the next 10 years?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Kevin W. Grossmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngKevin W. Grossman2011-10-13 18:05:202020-05-20 17:55:18Business, Fairness Need Not Apply: #TChat Recap
“So, I really liked Kevin’s definition of talent communities from last week’s #TChat Radio Show. Kevin, why don’t you share that?”
Stammer. Stutter. I have no idea.
Here we were yesterday in our packed HRevolution session on building and maintaining talent communities, me in one of three groups we had broken up in to, and after all the research, writing and talking about it to date, I couldn’t define it on the spot if my life depended on it.
Thankfully it didn’t, but still.
My point being it continues to be a much larger multifaceted conversation with a moving-target definition depending on context — and for us yesterday the context was social recruiting and employment branding.
You can review the premise of our HRevolution Talent Communities & Company Culture session, but simply put it included some of the best and brightest minds in talent acquisition and social media (and I’m not talking about mine) and our case study partner, Lars Schmidt, director of talent acquisition at National Public Radio (NPR).
The idea was to break up our session into three consulting groups vying for NPR’s business, and for each group to come up with and present a business case – and strategy – for developing and sustaining talent communities for sourcing, recruiting and employment branding.
But right from the beginning, the consensus question was, what’s a talent community?
So hey, I wasn’t the only one.
And then there was, why does it have to be called that anyway and why do we insist on the continued use of gobbledygook like engagement, transactional, pipelines, empowerment and the like?
Alas, supposedly smart spin-speak can force all the breathable atmosphere from a room (and we’re going to see a lot more of that this week at the HR Technology Conference & Exposition too).
That said, Lars from NPR found our session to be a very smart success, although he didn’t pick my group as a winner. That’s all right, as long as I get to meet the Planet Money news team someday.
Again, there are two things that differentiate true talent communities from talent pipelines and resume databases of old. The quality of interactions, not the quantity, make the community. And members are members, from outside the organization and from within as current employees — not applicants — at least until they apply for a new job. These were universally agreed on in all three groups.
But the collaborative results from each of our “community” neighborhoods were as diverse as the neighborhoods themselves.
Funny how that works. Here were all our brief ideas in schematic as written on our paper “white board” pages that forced the air back in our room. My brain doesn’t have a recordable microchip, so use your professional imaginations to fill in between the answers.
Team 1:
Create a curated sourcing channel that includes the target audience.
Add in influencers to engage with the target audience (yikes, engage).
Develop selective engagement events.
Create a Twitter dedicated hashtag.
Develop an influencer analysis tool to understand impact on target audience.
Team 2 (The Winner!):
Use the NPR Facebook page as the sourcing hub — leverage the current consumer page to tap into the 2MM fans/likes.
Solicit content from fans to contribute to NPR.
Use Facebook analytics to track traffic.
Utilize free solutions such as BeKnown and BraveNewTalent and integrate jobs tab on NPR page.
Leverage Twitter and career page traffic.
Add a Facebook “Like” button across all properties.
Map and analyze the 30MM unique NPR monthly visitors.
Develop participation strategy to motivate super fans.
Interact with super fans around digital content and other activities.
Cherry pick and career pitch the best of the super fans.
So there you have it. Hopefully the first of many interactive learning sessions about building and sustaining (talent) communities.
A special thank you to all our smart participants as well as my #TChat co-hosts Meghan M. Biro and Matt Charney, and of course of guest of honor Lars Schmidt, director of talent acquisition at National Public Radio (NPR).
And a very special thank you to the HRevolution organizers for yet another amazing event. To date I’ve never attended an event so immersed in the collaborative moment. For me, the online social chatter slows to a stop when I participate in a true community like HRevolution.
Now it’s time for HR Tech!
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-10-03 11:15:582020-05-20 17:55:03Collaborative Community Results for NPR & HRevolution
Repeat this thousands of times per day as we move along our own separate ways, whether we’re really great or not, and what do we have?
Lots of insincere transactions. And we live with them, although that doesn’t make for tight-knit community. It makes for a polite one, but not one that’s necessarily a collaborative or problem-solving one.
Businesses today need collaborative, problem-solvers across all positions, from management to front-line. If you’re sourcing and recruiting them the old school way, via job boards and cold calls, or even the new pseudo-two-way transactional play, via social recruiting, which includes creating talent communities, otherwise known as talent pools – there are choices to make.
But applicants aren’t applicants unless they apply, and transactions aren’t meaningful for applicants that aren’t applicants unless they’re of authentic quality, not of faux frequency.
There are two things that differentiate true talent communities from talent pipelines and resume databases of old. The quality of interactions, not the quantity, make the community. And members are members, not applicants, at least until they apply for a job.
I shared some of this yesterday, and after last night’s #TChat Radio Show, it certainly rang truer with our amazing panel of “talent community” experts:
Marvin Smith, Senior Research Recruiter, Bill & Melinda Gates Foundation
Anthony Knierim, Web & Emerging Technologies Global Leader, Aon by day / RadMatter by night
KC Donovan, CEO, Upwardly Me
Maren Hogan, Head of Marketing, US, BraveNewTalent
Harpaul Sambhi, CEO, Careerify
And one thing that was resoundingly agreed on was the fact that the talent pipeline days of old don’t make for talent communities; they make for resume databases. Sending relevant (not always unfortunately) employment brand and job information to your database of semi-warm bodies may be enough for the small percentage of potential applicants who want to apply for a job or two and get out quick, isn’t enough for the rest of the folks who need a little more small-group authentic interaction.
Imagine if certain key employees were seeded appropriately and spread that authentic interaction throughout, as well as your 2-way communication and lots of other types of “engagement” activities and assessments…
Imagine how much these quality interactions will help those in hiring get to know the talent in community, inside and out.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-09-29 21:15:272020-05-20 17:54:42Get to Know the "Talent" in Talent Community: #TChat Recap
The interesting thing about technologies (cloud computing is a good example) is that while they profoundly change the way we live our lives and operate day-to-day, no one, outside a few technophiles, understand not only why these emerging tools are important, but also why the average consumer should care.
And with good reason; the ultimate test of any technology is its transparency; apositive user experience is predicated, after all, primarily on instinct and intuition.
Consumer technology, as a rule, is designed to operate in the background, enabling efficiencies and empowering users in significant, yet silent, ways.
The more one has to think about a technology, the more it calls attention to itself, the greater challenges it faces in gaining user adoption and, consequently, main stream success; user experience is the fundamental difference between a Mac and a mainframe, between 8 MM film and digital video.
But when it comes to the social technologies in the talent acquisition tool box, the goals, and associated best practices, shift from creating transparency to increasing visibility.
This is, after all, the entire point of engagement and employer branding. Getting top candidates to notice your company, its culture and careers creates the competitive advantage in the war for talent.
This also requires fundamentally rethinking many of the tenets of HR Technology; after all, applicant tracking systems are designed to drive applications, not to mention operational and reporting efficacy, by making the process as streamlined and intuitive as possible for both recruiter and applicant (how well they succeed is a different matter).
The most meaningful metrics here are tactical (days to fill, number of applicants, etc.), but for most organizations in this market, finding applicants quickly isn’t the challenge: it’s finding the best candidates. Who, as we know, have the kind of marketable skills that mean they probably aren’t actively looking.
That’s where talent communities come in. In the new world of work, it’s not about selling jobs anymore. It’s about building relationships.
And the transactional tools of driving applications and developing databases are giving way to strategic initiatives which transform recruiters, traditionally “gatekeepers,” into career concierges. Or, as they’re more commonly referred to, “brand ambassadors.”
These talent communities have traditionally been called “talent pools” or “pipelines,” but these concepts are quickly drowning in that these relationships exist in private, on the phone or over e-mail, with everything tracked in a closed system: “Just calling to check in and see how everything’s going.”
This 1-1 interaction can easily be scaled, and translated, into meaningful interactions that give insight and add value not only to the candidate who’s “right now,” but those who will be “right” in the future, showing the process and filling in the traditional black holes of transparent technology.
Of course, building talent communities takes time. But here’s the good news: they’re organic, and if managed properly, are self-sustaining, with the community of candidates driving the dialogue about what it’s like to work at your company – and why they might want to work there.
And while that drives affinity, loyalty, and ultimately, increased applications and referrals for an employer, it also gives the recruiter a recruiter visibility into that most nebulous – but most important – consideration of all: culture fit.
#TChat Preview Post: Building and Sustaining Online Talent Communities (09.28.11)
Because culture’s the core component of all communities. Your workforce included. That’s why this week, in the lead up toHREvolution,#TChat Radio will on the air at 7 PM ET/4 PM PT discussing the best ways brands can build – and maintain – sustainable, 3-D talent communities.
We’ll be joined by a cavalcade of social media stars, including:
Whether you’re an employer, candidate, marketer, leader or recruiter, talent communities are more than just a buzzword: they’re likely to be the place you find the next job or your next hire.
Here are the questions we’ll be discussing, along with some background reading that, while not required, will help inform – and prepare – your participation in our #TChat discussion, on air and online, on this week’s topic: Building and Sustaining 3-D Talent Communities:
Q1) What is a talent community and how does it relate to sourcing and recruiting?
Visit www.talentculture.com for more great information on #TChat, as well as other great resources on careers and hiring.
Monster’s social media team supports #TChat’s mission of sharing “ideas to help your business and your career accelerate — the right people, the right ideas, at the right time.”
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-09-28 06:00:562020-05-20 17:54:26Building and Sustaining Online Talent Communities: #TChat Preview
Some technologies are flashy but don’t really change anything at all in how we think about our lives – cloud computing, for example. Unless you’re in the IT industry, odds are you’ve heard a lot about it, but don’t really understand why you should care. Yet you’re using it right now if you are using Salesforce at work to manage customer contacts and information, or Google Docs to share and collaborate on documents, or Dropbox to share and store files with friends and family.
Consumer technology is a different matter. We’ve all changed how we live and interact since mobile phones shrank from suitcase size bricks – a weird indulgence or curiosity – to a powerful, minicomputer-strength must-have. Mobile technology is perhaps the easiest place to observe, both from a business and a consumer point of view, the value of emerging technologies, and the pace of change in technology.
Still, much new technology seems to drive people apart. Even mobile technology can create a barrier to interaction and communication. When was the last time you called instead of texted? Visited in person rather than left a VM? What often happens with technologies is they change the mode of interaction. We lose the one-to-one, person to person interaction and move instead to indirect interactions – transactional, informational or tacit.
But where new technologies have a social component, there’s hope!
Within HR and Recruiting, for example, a new technology is unfolding – one which will, in my opinion, change how people find new careers and how companies recruit. Talent Communities are here, driven by the powerful engines of social media, search, big data, ubiquitous computing and social communities. The term Talent Community is now replacing what many recruiters have traditionally called talent pools. Simply having a database of resumes to sort through to make a talent match has transformed into what we know as social recruiting. Talent Community does not equal a resume database alone – it’s much more than this.
Like all technological waves, Talent Communities can be positive or negative, depending on your attitude, intent, motivation and skill. I see numerous powerful benefits for employer brands and benefits for job seekers. I also see reason for caution if the human touch is not included in a thoughtful way for brands that are in either passive or active hiring mode. I’ve seen a few too many companies fail in this area by automating the candidate experience and not thinking about a real strategy to implement ahead of time. They see social media as the end all be all and just dive in without really thinking. Not a wise idea.
There’s no question Talent Communities are the next wave in talent acquisition. But the technology is immature still, especially for small employer brands which might not be able to field a great community manager and, thus, will rely more heavily on technologies and platforms.
What’s important, from my point of view, is the recognition by employer brands and technology providers that candidates – job seekers active and passive – are looking for a place to belong both in the workplace and in social community, and that requires a human touch at some point and hopefully on a daily basis. Recruiting a relationship driven business after all. Social media has simply given recruiters more options to find and develop relationships with talented people. And talented people are now adopting social media into their daily lives. This will only grow as we move forward.
Social media has made it possible for us to connect using weak bonds, lacking the human touch. Relationships formed via social media tend to occur between people who are sort of like us, or who are friends of friends, or former colleagues, or friends of former colleagues. These are people, and interactions, that are based in part on a shared sense of culture. Personality-culture fit is my topic about which I am passionate, so I have become a strong advocate of social media.
Social media has been working its way into HR. Recruiters and corporate brands are looking for candidates with some history or connections to recommend them, but they want to go beyond their candidate databases and tap into new talent sources (who may or may not be looking) who might be interested in the employer brands they represent. How to do this? Using social media tools, like Talent Communities.
Talent Communities are a way for employer brands to form strong bonds with potential candidates, using a human-mediated but almost purely web-managed set of interactions. Because these interactions come to us via social channels they are trusted – what McKinsey might call tacit interactions. Companies and brand managers create a Talent Community, a virtual community that represents your employer brand. The Talent Community should be managed by a wise human – a community manager, a role the open source software industry relies on – who believes in the brand; attracting new members by relying on social-media sourced recommendations. Voila, a Talent Community arises.
The short story: this is a game-changing use of technology. The long story – like all major technology shifts, some people will be bruised, some brands will be clumsy.
Keep an eye on the topic of Talent Communities. I’ll have more to say at HREvolution – See you in Vegas! Look forward to IRL with everyone. Phew.
It’s the next wave. Get ready to ride. I’m in. Let’s do this.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-09-27 15:27:582020-05-20 17:54:13Emergence of Talent Communities… Not Pools
One of the most beloved movies of all time, It’s A Wonderful Life is a favorite of every cable station during the holidays. This heart warming story of a Guardian Angel earning its wings is also one of the greatest movies about careers in the history of Hollywood. The story revolves around George Bailey, who has dreams of doing big things in his career, with hopes of “lassoing the moon.” He reaches his goal eventually, but not in the way he dreamt it would happen. No, George never leaves his home town of Bedford Falls, but over the years he builds a company Talent Community that helps him overcome career hurdle of becoming, as his brother says at the climax of the film, “The richest man in town!”
Social Recruiting
Unfortunately, we’ve been drinking too much Egg Nog during all those reruns and the message has been missed. Instead, companies have joined the stampede to Social Recruiting by establishing a “talent community” on Facebook or LinkedIn and attracting as many followers as possible. As George demonstrates, it’s the quality of interactions he has over the course of his career that earns him all his riches. The giant Fan Page Communities are great places for people who have applied for a job to get their voices heard, but are not great for meaningful exchanges that will cultivate a talented person who is not looking for a job.
In its current form Social Recruiting is labor intensive. A company that builds a Fan Page with a promise of interaction for all comers, finds it impossible to stop the constant flow of chatter that is needed. The millions spent for this purpose is breathtaking, but the Return On Investment has been called into question – rightfully so. These activities probably shouldn’t be considered Talent Communities as they’re more appropriate for marketing products. To be successful, a Talent Community needs a more structured engagement program that cultivates people of interest and provides an Employment Message with justified expectations.
Talent Community Difference
The promise of Talent Communities to provide a more efficient employment process can be huge, with recruiting time spent, talent quality, hiring costs and “time to hire” metrics drastically altered from what we have all come to expect over the last 40 years. By maintaining a specific Community goal, a company has a real opportunity to attract workers like George Bailey who aren’t looking for a new job, but are focused on taking on greater challenges instead. The elusive “other 80%” of the workforce, that have been difficult to attract with employment advertising and referrals, can be cultivated with a Talent Community. This can be a major break through that if fully embraced can change the employment landscape forever.
Talent Neighborhoods
The broader Talent Community’s main focus is to increase the exposure of the Employment Value Proposition or Branding on an industry wide pool of talent, while smaller Talent Neighborhoods provide for development of targeted hiring Short Lists. A company can get the most out of their Neighborhoods by segmenting them into numerous functional areas of need. In this way, a recruiting organization can tailor their message to a more targeted group, and the size of the company wide Community can be pared down to a more manageable level for interaction and engagement with the various division or team based hiring authorities.
Obviously, it makes sense to create Talent Neighborhoods for roles within a company that experience a high degree of turnover or that come open several times during the year so a “renewable recruiting” program for these jobs is created, saving time and money.
Heavenly Hiring
Taking lessons from a fictional character like George Bailey may not always be a good recipe for success, but the desire for career consumers to want an upwardly mobile work life at a job they love should not be left to fiction. For the past 40 years we have screened out nine out of ten workers for every req we filled, mostly with little to no explanation except, “you weren’t good enough,” and workers haven’t appreciated it. With Talent Communities we have the opportunity to eliminate decades of neglect and change the way our country’s work force view their career so that bells are heard jingling throughout the economy and talent shortages of angels in heaven are a thing of the past…
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-09-27 11:30:092020-05-20 17:54:02A Talent Community for Angels
Maybe we would be better off putting economists and seasoned (small) business leaders in office. Because maybe then we’d create a better private sector environment that brings back a job growth heartbeat.
I didn’t want to make this week’s recap political, but that’s difficult to do when all I hear is crazy extremism with little to no economic basis for growth, and certainly no viable plans. At all.
What ails the global economy is unprecedented. We haven’t seen this many people out of work for longer than six months since before World War II, and we haven’t seen this many emerging markets and simultaneous downturns and financial market meltdowns since the end of WWII.
I wrote yesterday that most mainstream economists agree 100% employment just isn’t possible or even should be possible. Consider NAIRU, which is an acronym for Non-Accelerating Inflation Rate of Unemployment:
“Any given labor market structure must involve a certain amount of unemployment, including frictional unemployment associated with individuals changing jobs and possibly classical unemployment arising from real wages being held above the market-clearing level by minimum wage laws, trade unions or other labour market institutions.”
Wait, I forgot. We’re human. We also have to consider corruption, taxes, tariffs, regulations, greed, exploitation, violence — all of which can stifle micro and macro economies, so it’s no surprise that we couldn’t have zero unemployment even if we really wanted to.
And political extremism is killing any hope for a healthy business market and job growth in this country. By the numbers, the greatest job growth comes in small business, the global innovators and incubators of the new millennium.
Sure, there are still inherent problems with our recruiting processes here, there and everywhere, as well as a major skills shortage and (bidding) war for specific talent that inflates the market while other sectors lie flat, but the good folk on last night’s #TChat helped to solve all that.
Hey, maybe we should put all of you into office. Yes, that’s the new plan and we can still have our economists as advisors.
Right on.
A very special thank you to Jessica Miller-Merrill (@blogging4jobs) for moderating last night and the entire Zero Unemployment movement for making a difference!
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-09-08 11:54:002020-05-20 17:50:23Zero Unemployment: It's On Us: #TChat Recap
There’s nothing better than the feeling of an accepted offer for a recruiter (or for a candidate), one that overwhelmingly and resoundingly answers that question: “Would you consider an opportunity if it was clearly better than the job you have today?”
Every job offer employers make is a promise – and the motivations for saying ‘yes,’ conversely, are driven by the desire to have one’s promise fulfilled. That’s why those of us charged with talent acquisition and retention are required to make a compact, explicit or implicit, with candidates that, within our control and knowledge, the job is a promise that can be kept.
Our personal and employment brands depend on it. And so, too, does Monster’s. To quote an ad we recently ran in the Wall Street Journal, for us, “every day is labor day.” Finding a new job or a new candidate requires a life decision that’s built on trust – and forming that relationship over the weeks and months required for the hiring process to play out is really what recruiting is about, after all.
Over the past few months, we’ve built a similar relationship with the #TChat community – and we’re proud to be a part of a conversation where job seekers, social media makers, industry leaders and talent influencers intersect.
It’s created a conversation in an often superfluous noise of tweets, and transformed a hashtag into a community dedicated to the big picture questions – and short term, actionable solutions – which affect both those currently working and those looking for work.
Which is pretty much all of us. And whether you’re a job seeker, or employer, you’re a Monster customer. And we’re listening.
Here are questions we’ll be discussing, along with some related posts that, while not required, will help prepare, and inform, your participation in the #TChat conversation. Make your voice heard tonight, Wednesday, September 7 at 7 PM ET/4 PM PT.
We hope you can join us we discuss the current and future employment picture and what organizations and talent can do to help get America back to work for the generations of today – and tomorrow.
Q1. Is zero unemployment possible? If so, what would be the major repercussions?
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-09-07 10:06:572020-05-20 17:50:12Zero Unemployment and the War for Talent: #TChat Preview
Just because I like you, doesn’t mean we’re friends. At least on Facebook.
I’m talking about the strange engagement arrangement between companies, associations, non-profits, clubs, professional groups, other groups, events — and their followers. Or, more appropriately, their fans who “like” them by clicking on a thumbs-up tab and then getting streams of information from those groups. Maybe even posting a comment or two at times on those group pages.
It’s not really a town hall meeting, or an intimate community even, although there are sporadic bursts of interactivity, but Facebook is a universe unto itself — and the over 750 million active users.
People spend over 700 billion minutes per month on Facebook.
The average user is connected to 80 community pages, groups and events.
More than 30 billion pieces of content (web links, news stories, blog posts, notes, photo albums, etc.) shared each month.
About 70% of Facebook users are outside the United States.
More than 2.5 million websites have integrated with Facebook, including over 80 of comScore’s U.S. Top 100 websites and over half of comScore’s Global Top 100 websites.
There are more than 250 million active users currently accessing Facebook through their mobile devices.
And the Facebook valuation — what is it now, $100 billion? — doesn’t go without being noticed by a wealthy contingent of investor “friends.” A new study shows that 46% of online users with investible assets of $1 million or more are members of Facebook, up from 26% a year ago. The survey, by Spectrem Group, showed that millionaire’s use of Twitter has declined, from 5% to 3%.
Guess they aren’t participating in #TChat, are they. At least not yet!
Then there’s the revenue streams for Facebook — the advertising, the gaming, the recruiting. The recruiting that’s getting bigger and bigger and bigger. LinkedIn may be the granddaddy career management network with a sweet recent IPO, but I’m hearing more and more how companies are using Facebook to source and recruit applicants. There’s danger in using Facebook to hire, but that doesn’t stop the vast majority of savvy recruiting and hiring managers. There are also dozens and dozens of recruiting apps plugged into Facebook, two of which include BeKnown and BranchOut.
750 million active users. You do the math.
Then there’s my grand fenceless Facebook experiment I wrote about yesterday. There are those who maintain lists, streams, groups, circles, buckets, sandboxes, canyons, firewalls — you name it. And for good reason: cyber warfare, hacking, identity theft, online bullying and child predators are much bigger problems today than they were 10 years ago while the ability for some of us to control our impulses is tenuous, running around our houses naked with the curtains drawn and shades pulled up committing various unseemly, even unlawful acts.
Then there are folks like me. Call me crazy, but my head and heart can’t separate my work and personal worlds; I just can’t fence them off. My grand social media experiment has worked so far for me because I feel I’m connecting with more people as a person, regardless of our connections initially — the great virtual melting pot. What’s interesting is that at a time when I can’t even get my next door neighbors to have a block party, I can connect, collaborate and commiserate virtually with anyone (and any entity) anywhere in the world. But, if anyone doesn’t want to “buy what I’m selling,” then they can turn me off, just like they can turn off other companies and “brands.”
No harm, no foul.
Who knows where Facebook will go in the next 5 to 10 years, but odds are we’ll be more and more assimilated into its universe — mainlining the strange engagement arrangement straight into our veins every minute of every day. Right on.
The #TChat Twitter chat and #TChat Radio are created and hosted by @MeghanMBiro and @KevinWGrossman, and powered by our friends @MattCharney and @CatyKobe, and partners @TalentCulture, @Monster_WORKS, @MonsterCareers, @12Most and of course @Focus.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Meghan M. Birohttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngMeghan M. Biro2011-08-18 10:16:042020-05-20 17:37:36Facebook & the Strange Engagement Arrangement: #TChat Recap
The short history of social media is littered with tools and technologies that were, for a brief moment, the “next big thing” for business, the proverbial ‘killer app’ that would justify, and expand, the investment of brands and organizations in the social web.
From MySpace to SecondLife and a thousand other already obsolete platforms in between, only Facebook, so far, has proved a legitimate contender for the title, as ensconced in popular culture as it is in public consciousness.
After all, Facebook has effectively joined the US Military, SportsCenter and the White House in the pantheon of venerable, timeless institutions, at least if Aaron Sorkin’s filmography is any indicator. And while right now Google+ may hold the mantle of “the next big thing,” but so too, at one point, did Google’s Buzz and Wave (remember them?), and unless you’re in Brazil, you’re probably not on Orkut, either.
While Twitter tweaks its business model (which has, frankly, a long way to go as promoted tweets are about as organic to consumers as Google’s sponsored results), Facebook is, for now, the undisputed king of all social media, quickly becoming a category defining brand in the same vein as Kleenex, Xerox or Coke.
Whether its reign can continue over the long term, of course, remains a critical question, and one that, like all businesses, lies completely in the hands of its customers and the rapidly shifting sands of consumer taste. But so far, it’s survived, and thrived, through evolutionary progress that would leave Darwin befuddled, its loyal community expanding from a cadre of elite colleges to, well, just about everyone this side of the Great Firewall of China.
With its global reach and highly engaged user base, Facebook isn’t the only entity with a stake in its long term success; its implications – and possibilities, extend to all brands, personal and professional (of course, on Facebook, those aren’t mutually exclusive unless, of course, you’ve heard of this pretty kick butt app called BeKnown…)
Facebook at Work: #TChat Questions and Recommended Reading (08.17.11)
We hope you can join us Wednesday night at 7 PM ET/4 PM PT for this week’s #TChat: “Facebook at Work: The Professional Future of Your Personal Network.” Invite your friends and get ready for wall-to-wall conversation about what Facebook means for the evolving world of work – and life.
It’s sure to be a lively discussion with some great ideas and insights (and maybe, just maybe, we might find out what exactly the purpose of “poking” someone is…).
Here are the questions we’ll be covering, along with some recommended reading to help prepare, and inform, your involvement in this week’s #TChat.
We hope you “like” it!
Q1: What are some interesting or innovative ways businesses are using Facebook effectively?
Visit www.talentculture.com for more great information on #TChat, as well as other great resources on careers and hiring.
Monster’s social media team supports #TChat’s mission of sharing “ideas to help your business and your career accelerate — the right people, the right ideas, at the right time.”
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-08-16 09:22:582020-05-20 17:33:11The Professional Future of Facebook: #TChat Preview
The History Channel recently rolled out a series called, “How States Got Their Shapes,” a topic so complex that it warranted a serial treatment so intricate it would make Ken Burns blush.
But, Adams-Onis treaty aside, Laurie Ruettimann pretty much summed up the key geopolitical takeaway of history in this recent post on the Cynical Girl blog:
“States — NY, Pennsylvania, North Carolina, Illinois, California — are so arbitrary…. We are now loyal to imaginary boundaries and self-contained hamlets. Preferences and cultural divisions emerge, but it’s so stupid to display loyalty to a geography that can’t love you back.”
The arbitrary nature of borders extends to all territories, foreign and domestic, and while we’ve become adept at handling intrastate commerce, but when it comes to global business, the boundaries are more than arbitrary: they’re engrained into the fabric of most organizations.
Historically, many companies have, for reasons ranging from taxes to supply chain efficiencies, separated out the operations of their international business into a complex structure that’s separate, but rarely equal to, the home country, and business culture, which each respective company calls home (or, more commonly, ‘headquarters’).
While many global companies divvy up territories and regions like they’re hashing out the Treaty of Paris, the increased interconnectedness, not to mention economic interdependence, of today’s workplace necessitates a new approach to the challenges of international business.
This is particularly true when it comes to recruiting and retaining top talent, whose skills, experience and expertise transcends borders; international teams and work groups are not only becoming an increasing reality, but an important consideration in today’s talent and diversity strategies.
While, as Ruettimann pointed out, “preferences and cultural divisions emerge,” these, like any comprehensive recruiting strategy, are differences easily bridged, both through technology and the shared experience, and desires, shared by workers everywhere.
Concepts like stability, the opportunity for growth, the chance to earn a decent living and so forth might mean different things to different people, but that’s got less to do with location than personal preference, and it’s that preference that creates the only cultural division that really matters anymore: that of corporate culture.
And while, as Ruettimann suggests, “it’s stupid to display loyalty to a geography that can’t love you back,” when it comes to the world of work, it’s that loyalty, and engagement, that create a company’s most significant competitive advantage.
Going Global: Workers Without Borders
#TChat Questions & Recommended Reading (08.10.11)
This week, #TChat moves to its new day and time Wednesday nights at 7 PM ET/4 PM PT, but it’s always 5 o’clock somewhere, and we’re excited to kick off our new time slot with a topic that’s truly as big as the world of work.
While our #TChat community comes from around the globe, it’s our shared passion for career and talent management, leadership and workplace culture that keep the conversation going. We hope you can bring your international perspective this week; no matter where you are, this week’s topic is truly universal.
To help prepare, and inform, your participation in this week’s #TChat conversation (or if you can’t make it!), here are this week’s questions along with some recommended reading that’s not required, but provides some great background and insight about where global business is at – and where it’s going.
See you Wednesday (that’s August 10 on your calendars) night at 7 PM ET!
Q1: How is globalization changing the world of work?
Visit www.talentculture.com for more great information on #TChat, as well as other great resources on careers and hiring.
Monster’s social media team supports #TChat’s mission of sharing “ideas to help your business and your career accelerate — the right people, the right ideas, at the right time.”
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00TalentCulture Team + Guestshttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngTalentCulture Team + Guests2011-08-09 10:56:202020-05-20 17:30:38Going Global: Workers Without Borders: #TChat Preview
For anyone that can remember the time that a latest and greatest technology emerged to bring business to the next level, we can say that it is profoundly interesting the impact that these advancements actually make on companies.
Some can probably remember the days before email and before cell phones when letters were either typed by hand and traveling sales people had to actually stop at a pay phone to verify an appointment or call home to check in.
More than ever management need to be watching technology trends and making sure their organization is equipped.
Times are changing, the proliferation of technology is moving faster than ever, and businesses are the ones that are benefiting. At least they should be!
There are many ways that technology is leading to better business practices. There are systems for managing customers, accounting, communications, and operations. We are connected 24×7 if we so choose and we are able to reach all ends of the world instantly via the click of a button.
As a proponent of successful businesses being comprised of people that use technology and not just technology alone, I believe that nothing in business may be affected by emerging technology than Human Resources. Recruiting, talent development, and employee retention are all seeing a significant boost based upon what advances in technology have to offer.
Two of the specific technologies that are revolutionizing talent and professional development more than any are IP (Internet Protocol) Based Communications such as Skype, VoIP, and Video Conferencing as well as the rapid emergence of Social Media (LinkedIn, Twitter, Facebook, Google+).
Let’s take a look across the scope of Talent Management and explore how the aforementioned technologies as well as a few others are facilitating success for so many companies.
Recruiting New Talent
It used to be a newspaper ad or a sign in the window. Your audience was narrow and your options were thin. It was difficult to reach the best talent leaving positions to be filled by less than ideal candidates.
Communications – With the ability to inexpensively bring employees in via the network either by voice, video, or perhaps a combination such as Webex, employees can now be sourced from and potentially located anywhere. Productivity tools allow companies to hire the BEST candidate from any location and get them integrated with the team whether they are near or far.
Social Media – Depending on the specifics of the job, talent can be sought through massive global social networks such as Linked In, Facebook, and Twitter. These networks allow a help wanted ad to reach millions of users who may or may not be actively seeking employment. Recruiting and searching for talent has also never been easier due to profiles, recommendations, and other affiliations that can be easily found online using Social Media. As an aside, Social Media has also helped many companies decide who not to hire.
Talent Development
It used to be a quarterly or yearly trip to headquarters for remote employees and or classroom learning for those already in town. Coordinating training was intensive and time consuming. With technology advances now learning can be routine, meaningful, and completed on demand.
Communications – Similar to the recruiting process the continued education of employees can be accomplished using technology tools. Webinars, Distance Learning, and E-Learning platforms all pave the way for continued education for employees regardless of where they are located. On top of being able to create content and have employees learn and develop on demand, it also helps companies to utilize global resources to provide the education.
Social Media – Intranets have existed for companies for some time however they were rarely used all that effectively. With professional usage of social platforms employees can learn from one another as well as competitors by following, reading, and embracing the information that is widely available. Content is created and shared regularly and it allows company talent to keep their finger on the pulse of the industry and any important changes within.
Employee Retention
It has been discussed to no end the impact that turnover has on a business. Whether near or far from headquarters, companies need to focus on how they can keep people satisfied, growing, and engaged. In the past when companies would hire remote employees they oft felt isolated and/or disconnected from the organization. With emails and phone calls perhaps being the only regular communication eventually the employee may choose to be with an organization where they feel more involved. Technology has changed that, and if used correctly it can assist the organization with retention allowing it to focus on strategy with key employees rather than on replacing them.
Communications – Hearing a voice on the line is fine, it is practical, but like long distance relationships in life, eye contact means a lot. With offerings from Free (Skype) to immersive telepresence costing millions ( Cisco, Polycom) and everything in between companies and their employees can now sit across the table and make eye contact with the click of a mouse. Now as easy as a phone call, video can be accomplished and the quality is really good. Video is not only beneficial for the employee, but also for the company as it forces focus and regular collaboration (We all know how easy it can be to multi-task on the phone). Another item that is critical to many employees is flexibility, with tools that allow productivity anywhere and everywhere, (pending signal) companies can be more flexible with their resources allowing both parties to benefit.
Social Media – Social is a medium for even smaller companies to build their brand and create an identity for their employees. This effort can often aid in the development of company community and in some cases successful out of work friendships. While peoples out of work activities generally don’t bare much success for the organization, happy people tend to generate more productivity. People that feel connected to their brand and feel that they are a part of something special tend to work harder and drive greater results. Social Media is a growing vehicle for accomplishing this.
For as long as business has been business, companies have only been as good as their people. In almost all cases where a great product or service fails it isn’t the product or service at all, rather it is those behind it. With emerging communication technology and proper social media integration you have the chance to be ahead of the curve.
Now technology of course isn’t all free, and choosing the technologies that are best for your organization may take some work, however, it is time well spent. You can all but assume that the competition are looking at all the options too, some are integrating, some are watching and waiting, and you can only hope that a few are oblivious. Nevertheless, technology will continue to advance making companies faster, smarter, and of course full of better talent.
The question is, are you embracing it, or are you hoping to ride to prosperity on the tired old horse that got you to where you are today.
Perhaps nowhere is the divide between HR theory and people practice more evident than when it comes to the issues surrounding internal mobility. In theory, employers and talent organizations almost always have a “promote from within” philosophy that formally or informally favors internal candidates.
In practice, however, internal mobility is frequently hindered by cumbersome processes, company politics and issues like salary compression which unilaterally matter more to HR than the business for which they’re recruiting.
Too often, recruiting is on a just-in-time basis, measured against the ticking clock of days-to-fill (or some similarly nebulous metric). This ‘need it now’ mentality places a premium, particularly in middle management and leadership roles, on highly specialized skills and experience that are easier to acquire on the open market rather than plan, and promote, from within.
The byproduct of this, of course, is that top talent’s professional growth, and viability, often stagnates as soon as the job does – because just-in-time is not a long term career strategy, and if the next step for top talent can’t be within, it’s your organization that’s going to be without.
Tonight’s #TChat will examine internal mobility and its impact on talent organizations, business leaders and employees. We hope you can join the conversation at 8 PM ET and let us know whether you think internal mobility is worth promoting or if it’s an issue that’s worth passing up.
#TChat Preview & Recommended Reading: 08.02.11
To help prepare, and inform, your participation in tonight’s conversation, here are some articles we recommend checking out for this week’s #TChat: “Internal Mobility: An Inside Look at Talent.”
Q1: What are some of the benefits to promoting/filling jobs with internal candidates?
Visit www.talentculture.com for more great information on #TChat, as well as other great resources on careers and hiring.
Monster’s social media team supports #TChat’s mission of sharing “ideas to help your business and your career accelerate — the right people, the right ideas, at the right time.”
I just finished interviewing potential hires for two open positions at my company, and I was reminded why I founded Come Recommended in the first place.
Back in 2009 when Come Recommended launched, it was a professional networking site for internship and entry-level job candidates and employers. But in order to gain access to the community, all members (including employers) had to “come recommended.”
Our technology allowed potential members to send recommendation invites, which brought recommenders to a page that first asked for their relationship to the candidate or employer and then provided a specific set of questions depending on that relationship. Unlike LinkedIn, Come Recommended members couldn’t choose whether or not to show these recommendations…they immediately appeared on the member’s profile after the recommender hit Submit. Once a member had three recommendations (good or bad), they were granted full access to Come Recommended’s online community.
Why all the trouble just to get into a networking site? Because I was fed up with the exact reason I’m writing this post today: Candidates often look great on paper, only to disappoint majorly at some point during the hiring process. Even though Come Recommended is now a content marketing and digital PR consultancy (I know, complete change of direction), I still find myself butting heads with this issue.
I am convinced — as I have been for a long time — that many more people would be employed if they just took a closer look at what they might be doing “wrong” during their job search.
Instead, they get angry and blame employers and hiring managers for their troubles. Don’t get me wrong, there are way too many companies out there looking for the “perfect” candidate they will never find. But you need to take control of your job search — your career — if you ever hope to be happily employed. And that might even mean paying someone (oh, the horror!) to help you perfect your application materials and hone your job searching skills. Believe it or not, career coaches and resume writers exist to help you — and have valuable skills worth paying for.
I wish I was wrong, I really do. I wish candidates that truly weren’t a good fit for my position looked just as bad on paper as they do during the interview process. Trust me, it would save me a lot of valuable time. Unfortunately, that’s just not the case. And that’s not to say these folks aren’t a great fit for some other position out there — they very likely are — but not mine, which is my primary concern.
For one of the two positions I had open, I interviewed approximately 25 people — and had zero problem narrowing the list down to three after interviewing everyone. By their experience on paper (or in this case, their LinkedIn profiles), all 25 should have made excellent hires for this particular position. Why didn’t they? Here are just a few examples:
Nervous laughing: I’m going to give them the benefit of the doubt and call it nervous laughing, although one candidate was laughing so hard during the entire interview that I thought I was being punked on a radio show.
Going for a world “you know” record: How many times can someone say “you know” in the same sentence? Six, apparently. In. The. Same. Sentence!
Disliking a virtual working environment: One of the questions I ask candidates is what they liked most and what they liked least about their previous positions. One candidate told me she disliked working in a virtual (sometimes called remote or telecommute) environment…which Come Recommended happens to be. (This is made clear in all our job ads.)
Calling from a rave: Not one, but two candidates I interviewed had loud music and conversations going on in the background of their interviews. While I can’t confirm they were clubbing, it sure sounded like it.
Putting me on hold: Yes, that’s right, one candidate put me on hold for a while to confer with someone else in the room before answering a question.
Telling me your life story: The first question I ask candidates is the ol’ “tell me about yourself.” Your answer to this question should be anywhere from 30-90 seconds. Two candidates took 30 minutes (yes, minutes) to respond.
Never leaving your script: I have a feeling one candidate got a hold of my full list of interview questions from another candidate…because she stopped me at one point and told me I “missed one” that she really wanted to answer. She proceeded to tell me what the question was and clearly read her answer to it from a piece of paper.
Not truly wanting to work for my company: Nothing gets my attention more than a candidate who tells me she’d rather be in grad school or working at a law firm than my company. (Sarcasm.)
Unfortunately, this list could go on…and on. Some of you reading this might not even believe these stories because they seem too (trying not to write “stupid”)…unbelievable. I would never do something like that, you’re thinking. Really, are you sure? What I find unbelievable is that people would purposely tank job interviews. Perhaps it’s time you evaluate what you could be doing wrong in the eyes of hiring managers and recruiters…and do something about it.
https://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.png00Heather Huhmanhttps://talentculture.com/wp-content/uploads/2020/05/TCLogo_web-272x60-1.pngHeather Huhman2011-08-01 09:30:152020-05-20 17:27:04Why You're Always the Interviewee and Never Hired
TalentCulture is a trailblazing HR marketing company offering advertising, media, executive and corporate branding, research, and social promotions via our global learning community.