SocialRecruitingStrategy

The Essential Guide To DevelopingA Social Recruiting Strategy

Bigger. Better. Hired.

Part 1

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

Page 2

Part 1

Welcome

What is social recruiting?

Bringing in the new

Where to begin?Why are you doing this?

Setting goals

How to define voice and company cultureUnderstanding your employee interactions

Defining company culture

Who are your ideal job seekers?

Finding a common thread

Social networks and job seekers

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

Review

About Jobvite

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Table of Contents Part 1


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Part 1

Welcome

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

recruiting strategy that is unique to your company.

What is a social recruiting strategy?

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

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

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

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

core values of your company’s social recruiting strategy.

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

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

is customized to your company’s unique needs.

First, what is a social recruiting strategy?

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

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

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

Let’s get started.


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Part 1

Bringing in the new

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

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

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

considered.

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

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

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

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

current recruiting strategy into the future.

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

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

2. Encourage employees to refer to their networks

3. Send authentic and multimedia messaging

4. Lower the cost of sourcing


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Part 1

Where to begin?

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

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

organization.

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

Why are you doing this?

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

doing it” is not a sufficient reason why.

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

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

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

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

candidates for open positions.

What is your social recruiting business objective(s)?

CompaniesJob Seekers

Facebook LinkedIn Twitter

64% of companies use2 or more networks

0

20

40

60

80

100

Source: Social Recruiting Survey 2011,Job Seeker Nation 2010

What Networks Are We Using?


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Part 1

Setting goals

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

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

Long-term goal (>1 year):

Mid-term goal (1 year):

Short-term goal (this quarter):


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Part 1

How to define voice and company culture?

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

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

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

employment, brand message.

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

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

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

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

The questions below will help you develop context.

What is your company’s current brand promise?

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


Page 8

Part 1

Understanding your employee interactions

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

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

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

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

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

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

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

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

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

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

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


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Part 1

Defining company culture

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

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

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

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

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

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

Describe your company culture.

Describe what you want your company culture to be.


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Part 1

Who are your ideal job seekers?

Target audience is another of those phrases we often hear.

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

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

get more granulated and determine which kind of personas

are in the broader realm of your target audience.

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

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

teams focus on the kind of personalities and skillsets that

work best with your company.


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Part 1

Finding the common thread

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

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

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

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

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

Here are two examples job seeker personas:

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

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

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

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

uses multiple social networks.

What personas define your ideal job seekers?

1.

2.

3.


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Part 1

Social networks and job seekers

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

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

prospects. Today, it’s social media.

And different job seekers use different networks.

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

LinkedIn Facebook Twitter

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

Demographics of Major Social Networks

78%

TwitterFacebookLinkedIn

female

42% male

58%

female

43% male

57%

female

51%male

49%

Facebook


Source: Social Job Seeker 2011


Page 13

Part 1

What to look for in an application

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

applications to help you streamline and automate. A lot of

applications will merely publish job descriptions to networks and job

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

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

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

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

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

between what’s easy and what works.

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

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

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

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

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


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Part 1

Is it time for a change?

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

recruiting.

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

What applicant tracking system are you currently using?

Does it include social recruiting and/or social reporting?

social recruiting only

social recruiting and social reporting

I do not use my ATS for social recruiting

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


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Part 1

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

Who are your competitors?

What applications are your competitors using?

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2.

3.

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1.

2.

3.

4.

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1.

2.

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Part 1

Review

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

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

means to job seekers.

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

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

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


Page 17

Part 1

About Jobvite

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

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

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

out more, take a product tour.

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

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

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

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

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

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

Ready to learn more? Request a free demo.

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

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

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

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

Part 2




Page 2

Part 2

Building a Strategy

Involving Employees

When?Time management Plan of action Emergency mode

Where?Where is your recruiting network?

How?What value do you have to offer job seekers?Planning and executionThe right mixes of content

Review

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Part 2

Building a Strategy

In The Essential Guide to Developing a Social Recruiting Strategy – Part 1, you’ve clarified your

company’s existing recruiting system and identified possible areas of improvement or growth,

you can begin to craft a specialized social recruiting strategy around your company’s key

members – its employees.

However, that doesn’t mean you should immediately hop on Facebook and start posting bits of

disparate content and spamming employees in the hopes that it will attract targeted talent - a bit

more planning is involved.

This section of the workbook will help you translate your company’s qualities and requirements

into an executable and effective social recruiting strategy. We will raise key questions, and your

answers to these questions will be used to structure the logistics of a realistic and effective plan

of action.

The final subsection will help you determine your company’s social recruiting voice and

personality, which will be sustained throughout the recruitment and into the employment process.

This is the second part of a three-part series on building a comprehensive and cohesive social recruiting strategy that is unique to your company. Click to download Part 1.

http://web.jobvite.com/Social-Recruiting-Workbook-Part-1.html?utm_source=M-D-SRWkbk1-2&utm_medium=SRWkbk2&utm_campaign=SRWkbk2



Page 4

Part 2

Involving Employees Employee referrals are touted as being the highest quality, lowest cost source of hires at any company. Therefore, no social recruiting strategy should be without a

proper employee referral strategy.

One of the greatest aspects of social recruiting is that it is easy to deputize employees as recruiters and exponentially increase the number of contacts in your

database, especially since one recruiter’s network can only be so large. For example, if a company has 200 employees and each of them has 100 contacts, a company

can extend its network to 20,000 connections.

Engaging employees in the recruiting process, especially using social, you can exponentially increase the number of high-quality prospects a recruiter can connect.

Beginning to involve employees takes time and effort. Our recent, eBook, How to Increase Employee Referrals in 5 Easy Steps, goes over this process in more detail.

Here are a few questions to help you organize your referral strategy and how it can integrate into your social recruiting one. If you know the exact percentage of your

employee involvement include this as well.

What is your employee involvement in the recruiting process?

All Some None _______________%

Which social networks do your employees use? (Check all that apply.)

LinkedIn ____________%

Facebook ____________%

Twitter ____________%

http://recruiting.jobvite.com/resources/increase-employee-referrals-in-5-easy-steps.php?utm_source=M-D-EmpRef-SRWkbk2&utm_medium=SRWknk2&utm_campaign=SRWkbk2


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Part 2

Which social networks do you use to engage employees? (Check all that apply.)

LinkedIn ____________% Facebook ____________% Twitter ____________%

Do your employees refer friends and network contacts?

Yes, ____________% No

Why do your employees refer (e.g. referral bonus, easy to broadcast job descriptions, love the company)?

What steps can you take to make it easier for employees to refer to their social networks?

1.

2.

3.

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5.


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Part 2

When?Social recruiting is effective and efficient, but it’s not an overnight miracle. It takes time, effort and persistence. One of the biggest errors companies make with social

recruiting is not having a proper plan and, as a result, falling off the wagon. It is, however, easy to start and build on social once you have the right framework in place.

Then, you can optimize your programs based on your analytics, which we will go over in subsequent chapters.

Time management

Consistency is key when it comes to a long-term goal. Job seekers will respond and engage if you are present. They want to know that there are people behind the

machine. This means allocating time to making it a reality – even if all you have to offer is a few hours a week.

How much time you realistically have or plan to have for social recruiting?

40 hours a week 15 hours a week 30 hours a week

10 hours a week 20 hours a week 5 hours a week

Who, or what department, is responsible for your corporate social media?

Can you support having designated corporate social media for recruiting right now?

Yes No

If no, when do you plan to support it? (After checking these, go back to page 6 of Part 1 and enter this information in the designated goal field.)

Long-term goal Mid-term goal Short-term goal


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Part 2

Plan of action

Now that you’ve decided how much time you can allocate to social recruiting, determine a segment to what you can commit.

Daily tasks

Weekly tasks

Monthly tasks

Quarterly tasks

Annual tasks

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Part 2

Emergency mode

Social media can also be a dangerous realm. Negative comments are inevitable and mistakes can be made. Job seekers also can spread negative propaganda

against companies for not hiring them.

Whatever the issue is, people will talk about it on social first whether or not you are active in social. Therefore when beginning, or fine-tuning, your social recruiting

strategy, consider what your course of action will be for negative feedback. The goal is to always protect your brand and employment brand.

What is your emergency plan, or mode, for negative commentary?


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Part 2

Where?For social media and recruiting, there are two parts to the question “where?” To determine where your target

job seekers are, you need to consider both physical and virtual – which locations and which online networks.

Where is your recruiting network?

What network(s) are you currently using?

LinkedIn Facebook

Twitter None

What network(s) are your target job seekers and employees using?

LinkedIn Facebook

Twitter None

Where are you recruiting candidates?

Regional National Global

If global, which regions are your primary areas of focus for social recruiting?

Africa Asia Central America and Mexico

Europe (Eastern) Europe (Western) Pacific Islands

South America U.S. and Canada

Companies Job Seekers

Facebook LinkedIn Twitter0

20

40

60

80

100

What Networks Are We Using?


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Part 2

If U.S., which regions?

West Coast South

Mountain East Coast

Mid-West

Which cities?

What are the languages of your target job seekers?

Which of the following demographics describes your target job seeker? (Check all that apply.)

Men 18-24

Women 25-34

35-44

45-54

55+

1.

2.

3.

4.

1.

2.

3.

4.

Each Network Has a Different Composition


female

42% male

58%

female

43% male

57%

female

51%male

49%


English


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Part 2

How?The next two sections are probably the most sought after ones in this workbook. How do we recruit

socially and how can we make it successful?

Now that you have a strong base and knowledge of who your audience is and where they are, the

rest should be easy. But, let’s go through just a few more planning questions before we jump into the

nitty-gritty.

What value do you have to offer job seekers?

Whether they are benefits, perks or career advancement, job seekers are looking for what your

company offers them. Your social recruiting effort should reflect both what promise you offer as well

as a clear display of company culture. Posting job descriptions is one thing, but what else do you

have to offer or say about working at your company?

Summarize in one or two sentence what your company’s employment value is.

What value do you have to offer job seekers?


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Part 2

Planning and execution

Low and behold, you already have what you need for your social recruiting strategy. What’s left is how to execute that strategy. Believe it or not, you’re almost there! By

answering what value your employment brand provides job seekers, you already have a framework of one of the pillars of how to execute on your strategy.

First, let’s take a step back and understand what these pillars are. A proper social recruiting strategy has three points of promise:

1. Content

2. Workflow

3. Measurement

This section will primarily talk about the first two pillars.

Content should drive everything you do on social, and every piece of content should relate to your employment value.

What larger pieces of content do you have? (Don’t forget to ask marketing and sales to see if you can leverage their content.)

1.

2.

3.

4.


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Part 2

What is your sale’s pitch when sourcing candidates?

You can break apart this pitch to use as content to fuel your social recruiting. However, you want a good mix of content and will need to consider various sources or

even create your own content.

What high-quality, third party sources do you trust for content?

If you don’t have a lot of content, don’t worry. You can find content in a variety of ways. It merely takes some creative thinking and persistence – qualities that, as a

recruiter, you already have.

1.

2.

3.

4.


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Part 2

The right mixes of content

Bare in mind a very important rule when it comes to social media. It’s known as the 75-25 rule,

meaning that 25% of your content should be about your company and 75% about topics, news,

information, etc. that are related to your company. This, however, is not necessarily true about

recruitment marketing and social recruiting.

Why?

Job seekers are a particular, niche audience that wants to know more about your company. Not

necessarily what products or services you offer but the behind-the-scenes lifestyle that is your

company. Therefore, your content should reflect a different ratio. Let’s find out what that ratio is.

Yelp has a standard recruiting practice for all content they use for social channels:

•Funny

•Useful

•Cool

For more on Yelp’s social recruiting, check out the webcast Yelp’s Hiring Machine - The Inside Out

Approach.

Social job seekers want to engage with your employment brand, however, they also want interesting

and helpful information that’s not just from you. Here’s an example of a good standard ratio for social

recruiting:

•25%-Companyculture

•25%-Jobpostings

•25%-Howtogethired

•25%-Fun

http://recruiting.jobvite.com/resources/webcast-yelps-hiring-machine.php

http://recruiting.jobvite.com/resources/webcast-yelps-hiring-machine.php


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Part 2

Your company’s ratio will be dependent on voice and channels that you use. To determine what type of content goes on which network, you will need to delineate what

each social network means to your company. Answer the following questions, keeping in mind your original defined voice from page 7 of Part 1.

What does Facebook mean to your company?

What does LinkedIn mean to your company?

What does Twitter mean to your company?

Use these answers as a guideline to the type of voice and personality that go into each social network. Moreover, you can use it as framework for the type of content

you use for each channel.


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Part 2

Review

In order to develop a successful social recruiting strategy that can scale to your company’s needs, throwing out as many random lines of content into the social

networking sea and hoping the right fish bite is not an effective approach. You might get a few small bites, but if you’re looking for the prize-winning candidates, you’re

going to have to work a little harder than that – at least, initially.

By thinking and planning your overall strategy and course of action with an over-arching idea over each campaign, you will be able to more strategically target your

social recruiting. Otherwise, you risk wasting your time with one-off campaigns and sporadic effort.

It all boils down to measurement.

Once you have your plan in place, you’ll be ready to launch your first social recruiting campaign and, equally as important, your first benchmark metrics. In Part 3 of this

workbook, we will illuminate how to evaluate your success, set measured goals and adjust your strategy to maximize results.

Download Part 1 of this workbook.



Page 17

Part 2

About Jobvite












http://web.jobvite.com/product-tour-request.html?utm_source=M-D-Product-Tour-Both-SRWkbk2&utm_medium=srwkbk2&utm_campaign=PT-Both

http://web.jobvite.com/hire-tour-request.html?utm_source=M-D-Product-Tour-Hire-srwkbk2&utm_medium=srwkbk2&utm_campaign=PT-Hire

http://web.jobvite.com/source-tour-request.html?utm_source=M-D-Product-Tour-Source-srwkbk2&utm_medium=srwkbk2&utm_campaign=PT-Source

http://web.jobvite.com/product-tour-request.html?utm_source=M-D-Product-Tour-Both-SRWkbk2&utm_medium=srwkbk2&utm_campaign=PT-Both

BIGGER.

BETTER.

HIRED.

Part 3




Page 2

Part 3

Social Recruiting AnalyticsWhat to measure?Benchmarking successRe-allocation of resources

Conclusion

ResourcesEBooksJobvite Surveys

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Page 3

Part 3

Social Recruiting AnalyticsAfter working through the first two installments of this workbook, you should be

well on your way to implementing your new social recruiting strategy. However,

an essential step in ensuring that your efforts are successful in the present and

in the future, involves referring back to the data collected thus far. You must

gauge how effectively the strategy you have chosen has been at achieving your

social recruiting goals.

It begins with analytics and measurement. With empirical metrics in hand, you

will engage in a recurrent process of learning, fine-tuning and preparing for the

future. Each informed adjustment, revision or re-evaluation you make serves in

crafting a more seamless social recruiting mechanism.

This is the third, and final, part of a three-part series on building a comprehensive and cohesive social recruiting strategy that is unique to your company. Click for access to Part 1 and Part 2.




Page 4

Part 3

What to measure?Measurement is absolutely key in benchmarking success as well as determining spend and re-allocation of resources. When social media hit the world of business,

so many were worried about the return on investment (ROI) and mapping dollar amounts to sales goals. There isn’t one direct metric that defines engagement and the

business value of social.

However, we can use a number of metrics to help us see the relative ROI, especially in terms of campaign influence. Social has proven success in a variety of other

departmental areas. For example, sales and customer satisfaction have increased exponentially since companies have implemented social.

Now as the job market grows and social has come to the HR world, we can cannibalize what was learned when social media came to other business areas and see the

gaps and opportunities for social recruiting as well as a way to see the ROI of your efforts.

What are the top three sources for applicants?

What are the top three sources for quality candidates? (This applies to those who have multiple interview levels.)

1.

2.

3.

1.

2.

3.


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Part 3

What are the top three sources for hires?

What is your apply to hire conversion rate by source?

What are the top three performing recruitment-marketing campaigns?

1.

2.

3.

1. Job Board:

2. Career Site:

3. Agency:

4. Employee Referral:

5. Notification:

6. Other:

1.

2.

3.


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Part 3

What are the top three traffic sources to your career site?

What are the top three performing jobs?

One of the forefront results that recruiters in the social space see is the ability

to increase high-quality, low-cost hires through employee referrals. According

to our customer data, although employee referrals account for only 7% of

applications for open positions, 40% of those applicants are eventually hired

(Jobvite 2012 Index).

Employee referral hires also began work on average 18 days before hires

sourced from more traditional outlets like job boards and career sites, and

almost half stayed with the company for more than three years.

1.

2.

3.

1.

2.

3.

http://recruiting.jobvite.com/news/jobvite-index-1.php


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Part 3

Who are the top three employee referrers?

What are the top three networks on which employees refer?

1.

2.

3.

1.

2.

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Part 3

Benchmarking successNow that you have a clearer vision of where you stand in the social recruiting world. You must revisit

these questions monthly, quarterly and annually in order to benchmark your success and to ensure

continued improvement.

If the hardest part of social recruiting is deciding to do it, the second hardest is maintaining it. Now that

you have a cohesive strategy in place, you’ll need to review your metrics and set percentage goals.

Take a moment to review your short-term, mid-term and long-term goals that you wrote out on page 5 in

Part 1. After reviewing your current metrics, add percentage goals to each of the social initiatives that

you want to accomplish in that time frame. Keep in mind that this is an ever-evolving process, as your

metrics will change your vision and your goals going forward.

Short-term goal

Initiative 1:

Percentage Goal:

Initiative 2:

Percentage Goal:

Initiative 3:

Percentage Goal:




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Part 3

Mid-term goal

Long-term goal

Initiative 1:

Percentage Goal:

Initiative 2:

Percentage Goal:

Initiative 3:

Percentage Goal:

Initiative 1:

Percentage Goal:

Initiative 2:

Percentage Goal:

Initiative 3:

Percentage Goal:


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Part 3

Re-allocation of resourcesMeasuring your success in social recruiting is incredibly important for a number of reasons. Namely, you don’t want to leave money on the table. This means that if you

were spending money on a specific channel that is not capturing quality candidates or hires, you would want to know so that you can put resources toward the ones

that are working.

In order to do this, you’ll need to understand your metrics. Moreover, you may have to sell social recruiting to other areas of your company, such as finance and HR.

For a deeper look at which metrics matter to whom, download our eBook Recruitment Analytics: 5 Ways to Benchmark Success.

http://recruiting.jobvite.com/resources/5-ways-to-benchmark-success.php?utm_source=M-D-SRWkbk3-recintel&utm_medium=SRWkbk3&utm_campaign=recintel


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ConclusionSocial recruiting is a continuous effort, much like recruiting in itself. With today’s employees always on the prowl for new opportunities, recruiting has become an on-

going effort. We all know that it does not stop once you’ve hired for your positions. There will always be growth, and we always need to be recruiting.

Social is exactly the same. We must maintain a continual effort in order for social to work and work well. This is not an overnight miracle, but a process that will help you

build and engage your talent pool as well as provide value to job seekers nationwide and even worldwide – helping them to see your company as the best candidate for

their next career move.

This workbook is printable for a reason – so that you can continue to take the exercises here and revise, rewrite, re-allocate and reward your efforts.

We hope this workbook has provided value to you and your company. Your opinion matters, so if you found this workbook helpful, we’d love to hear it. Please take a

minute and share your thoughts through any of our social network channels.

CONNECT WITH US

http://www.linkedin.com/company/jobvite

https://www.facebook.com/Jobvite

https://twitter.com/#!/jobvite


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Part 3

ResourceseBooks

How to Reduce Your Cost-to-Hire Conversion with a Successful Employee Referral Program

Employee referral programs are a tried and true method of generating cost-effective and efficient job candidate leads. Although 7% of job applicants are collected from

employee referrals, a whopping 40% of these candidates were hired. There’s no doubt that a successful recruiting strategy has an employee referral program.

The Essential Guide to Developing a Social Recruiting Strategy — Part 2

This workbook is a comprehensive guide that will walk you through key steps on how to build your strategy and execute it effectively and consistently while integrate

company’s qualities and requirements.

The Essential Guide to Developing a Social Recruiting Strategy — Part 1

Learn what social recruiting actually mean and how you can use it to directly benefit your company’s hiring practices.

Social Recruiting Playbook: 10 Winning Strategies for 2012

The beginning of each year marks an influx of hiring among companies as budgets are approved and company growth has been forecasted. This playbook provides

you 10 proven strategies for recruitment success in 2012.

9 Essentials Guide for Recruiting Success

It’s no secret that corporate recruitment success depends on winning and attracting top quality candidates. So what’s the best way to grow your talent pipeline—and

costs down? Read the 9 Essentials to Corporate Recruitment Success to find out.

21 Career Sites that Sell

Career pages are among the most highly trafficked pages on your website. It’s up to you to make those visits count. In this new eBook, you’ll learn how 21 companies

like yours created career sites to capture the interest of the right talent and convert them into hires.

http://web.jobvite.com/How_to_Reduce_Cost_Per_Hire.html?utm_source=M-D-SRwkbk3EmpRefProg&utm_medium=SRWkbk3&utm_campaign=EmpRefProg



http://recruiting.jobvite.com/resources/socialrecruitingplaybook-2012.php?utm_source=M-D-SRWkbk3-plybk&utm_medium=SRWkbk3&utm_campaign=SRPlybk

http://recruiting.jobvite.com/resources/9-essentials-for-recruiting.php?utm_source=M-D-SRWkbk3-9ess&utm_medium=SRWkbk3&utm_campaign=9essentials

http://recruiting.jobvite.com/resources/21-career-sites-that-sell.php?utm_source=M-D-SRWkbk3-careersites&utm_medium=SRWkbk3&utm_campaign=careersites


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Part 3

Recruiting Analytics: 5 Ways to Benchmark Success

There’s a new recruiting metrics model. How and why is it different and what are the new best-practice benchmarks? Find out in this new eBook details on what to

measure, when and how to measure and communicate results to senior management.

Increase Employee Referrals in 5 Easy Steps

When it comes to quality candidates and lowest cost per hire, employee referrals are the Holy Grail. So how do you evolve your strategies to optimize referral rates?

Read this eBook to find out how companies like yours are applying practical and innovative steps to boost their referral rates.

10 Great Moments in ATS

Learn how you can integrate yesterday’s applicant tracking innovations with the new developments of today’s social web to drive greater hiring success.

33 Social Recruiting Stats

Are you reaching the best possible talent pool? Understanding the latest data on social recruiting empowers you to benchmark and refocus strategies that drive

effective hiring. Pulling from the latest national polls and customer surveys, this eBook gets at the stats that count in social recruiting.

Jobvite Surveys

Social Job Seeker Survey 2011

It’s no secret that job seekers (active and passive) use social networks to find jobs. So how do you and your corporate recruiting team keep a pulse on your ideal

candidates’ attitude and behaviors online?

Social Recruiting Survey 2011

Each year Jobvite publishes the industry barometer on how employers are using social networks to recruit. Get the complimentary report for detailed information on

current social recruiting trends and practices.

Job Seeker Nation 2010

Who are the Proactive Career Managers and how can you attract this motivated talent to your company? Get the results of our nationwide survey of working Americans

for detailed information on job search intentions and practices now.

http://recruiting.jobvite.com/resources/5-ways-to-benchmark-success.php?utm_source=M-D-SRWkbk3-recintel&utm_medium=SRWkbk3&utm_campaign=recintel

http://recruiting.jobvite.com/resources/increase-employee-referrals-in-5-easy-steps.php?utm_source=M-D-SRWkbk3-empref&utm_medium=SRWkbk3&utm_campaign=empref

http://web.jobvite.com/Great-Moments-ATSv2-LP.html?utm_source=M-D-SRWkbk3-gmats&utm_medium=SRWkbk3&utm_campaign=gmats

http://recruiting.jobvite.com/resources/33-social-recruiting-stats.php?utm_source=M-D-SRWkbk3-33stats&utm_medium=SRWkbk3&utm_campaign=33stats

http://recruiting.jobvite.com/resources/social-job-seeker-survey.php?utm_source=M-D-SRWkbk3-socialseeker&utm_medium=SRWkbk3&utm_campaign=socialjobseeker

http://recruiting.jobvite.com/resources/social-recruiting-survey.php?utm_source=M-D-SRWkbk3-2011survey&utm_medium=SRWkbk3&utm_campaign=2011survey

http://recruiting.jobvite.com/resources/survey-job-seeker-nation.php?utm_source=M-D-SRWkbk3-2010seeker&utm_medium=SRWkbk3&utm_campaign=2010seeker


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Part 3

About Jobvite












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Documents

SocialRecruitingStrategy