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The Application of Enterprise Social
Networking to Talent Acquisition and Management
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This presentation is made possible by:
www.conenza.comConenza provides:
•Hosted, private, branded corporate social networks
•Comprehensive community management and strategy
•A decade of community development expertise
New Conenza Community Core makes it even easier to get started. Contact [email protected] for more information.
Conenza makes it cost-effective and easy to quickly build a highly-rewarding corporate community with minimal impact on your internal resources.
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Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up and Tour of Track Page - 5 minutes
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Today’s Moderator
Amy Lewis, Director
Talent Acquisition Community
Human Capital Institute
Send email to [email protected]
to connect on LinkedIn
Follow me on Twitter @amylewis
www.humancapitalist.org
Bloghttp://www.thetalenteconomy.com
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Today’s Guests
Katherine James Schuitemaker
Chief Marketing Officer
Conenza, Inc.
Meighan Berberich
Director of Sales & Marketing
Conenza, Inc.
The Application of Enterprise Social Networking
to Talent Management and Talent Acquisition
Confidential 7
Agenda
� The Enterprise Social Networking Landscape
� Recent Research: Interest and Adoption are
Growing
� Real-World Examples
• Internal Employee Communities • Extended Talent Networks• Recruiting/Talent Communities • Leveraging Existing Social Networks
� Recommendations for Getting Started
� About Conenza
� Q & A
Confidential 8
B2C
GLOBAL
ENTERPRISE
Public Social Networks
B2B
B2T
Customer Support
Marketing
Product Feedback & Ideas
Customer Relationship Management
Partner Management & Enablement
Marketing
Human Capital/Talent Management
Business Development
Communication, Collaboration & Innovation
The Enterprise Social Networking Landscape
Confidential 9
Enterprise 2.0 Adoption on the Rise
� 98% of those surveyed are using Enterprise 2.0 technologies for
internal communication and collaboration within their company
The most popular technologies currently used:- instant messaging (74%)- wikis and team workspaces (67%)- blogs (51%)
� The majority of respondents say their spending on Enterprise 2.0 will increase (58%) in 2009
� Most respondents (64%) say that adoption of Enterprise 2.0 is company-wide
Source: Enterprise 2.0 Conference Pre-Conference Survey, May 2009
Confidential 10
Knowledge is not infused or retained.
Relationships are not transparent.
New workers expect and
embrace social
technologies to build relationships.
Relationships are not built across
geographies.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
When Firms Fail To Capitalize On Their Networks…
What is Driving Adoption?
Confidential 11
Knowledge is not infused or retained.
Relationships are not transparent.
New workers expect and
embrace social
technologies to build relationships.
Relationships are not built across
geographies.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
What is Driving Adoption?
When Firms Fail To Capitalize On Their Networks…
Confidential 12
Knowledge is not infused or retained.
Relationships are not transparent.
New workers expect and
embrace social
technologies to build relationships.
Relationships are not built across
geographies.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
What is Driving Adoption?
When Firms Fail To Capitalize On Their Networks…
Confidential 13
Knowledge is not infused or retained.
Relationships are not transparent.
New workers expect and
embrace social
technologies to build relationships.
Relationships are not built across
geographies.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
What is Driving Adoption?
When Firms Fail To Capitalize On Their Networks…
Confidential 14
Knowledge is not infused or retained.
Relationships are not transparent.
New workers expect and
embrace social
technologies to build relationships.
Relationships are not built across
geographies.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
What is Driving Adoption?
When Firms Fail To Capitalize On Their Networks…
Confidential 15
� Understand and effectively tap into the skills and talent of your people
� Fuel connections, collaboration and group communication
� Increase productivity by providing a robust online resource that enables your people to work smarter and faster
� Provide a global knowledge-hub and channel for sharing research, best practices, training via multiple formats (forums, blogs, documents, events, etc.)
� Support continued career development and learning
� Measure the results of your corporate social networking initiative
Benefits of an Internal Employee Social NetworkProvides a place where your people can build connections, collaborate,
share best practices, and develop in their careers
Confidential 16
Real World Examples: Internal Communities
Enhance Collaboration and Communication
Cut customer contract timeline from 3 months to 2 weeks
Connects & creates sense of community in dispersed workforce
Connects unique skill sets of knowledge, Increases
communication
Confidential 17
Talent Community in Action: Understanding
and Connecting Internal Teams
Connect a globally dispersed workforce
Understand your internal talent landscape
Enable employees to quickly and easily find unique skill sets and expertise
Confidential 18
Employee Community in Action:
Facilitating Global Work Groups
Support global project teams
Foster and facilitate productive group dialogue
Provide a central source for the sharing of information and resources
Confidential 19
CONNECTIONS
Help newcomers establish a broad network of critical relationships
KNOWLEDGE
Enable newcomers can quickly locate the centers of knowledge
DEVELOPMENT
Facilitate the mentoring relationships across the organization
ENGAGEMENT
Create a connected culture where your people feel like they are part of and contributing to something great
Recent study found in 85% of companies, new hire
morale/passion dramatically declines after six months
An Onboarding Community can:
Onboarding Communities: Engaging and
Energizing New Employees Across the Globe
Confidential 20
Onboarding Communities: Engaging and
Energizing New Employees Across the Globe
“My onboarding experience was amazing. I was immediately
plugged into the social network, contributing to and receiving help from people all over the world.
It helped me get to know people, and it also helped people get to know me: my character, my competencies, my passions. It was the reason why I’d been engaged and energized by the stories of other people throughout the organization.”
Sachua Chua, IBM
www.theorangechair.com/
Results: Greater engagement and job satisfaction,
shortened time to contribution, decreased turnover
Confidential 21
Alumni Communities: Turning Former
Employees into Strategic Assets
TALENT MANAGEMENT
• Recruiting / referrals
• Mentors, contractors and consultants
• Diversity outreach
BUSINESS DEVELOPMENT
• Revenue generating relationships
• Business leads and spheres of influence
MARKETING
• Brand ambassadors
• Customers
• Corporate social responsibility initiatives
INNOVATION
• Co-creation of future products and services
• Access to intellectual capital
Confidential 22
Alumni Communities: Turning Former
Employees into Strategic Assets
TALENT MANAGEMENT
• Recruiting / referrals
• Mentors, contractors
and consultants
• Diversity outreach
BUSINESS DEVELOPMENT
• Revenue generating
relationships
• Business leads and
spheres of influence
MARKETING
• Brand ambassadors
• Customers
• Corporate social
responsibility initiatives
INNOVATION
• Co-creation of future
products and services
• Access to intellectual
capital
TALENT MANAGEMENT
“20% of our experienced
hires are boomerangs.”—National Alumni Director, Big 4 Accounting Firm
BUSINESS DEVELOPMENT
“We see nearly $180
million in revenue driven
from alumni referrals.”—Senior Director, Business Development, Global 500 Company
MARKETING
“(Our alumni) group is a huge asset for us. They have become our brand ambassadors. And we want to bring them even closer.”— CEO, Hewlett Packard
INNOVATION
“We generate 35% of our new products from ideas from outside the company; we’ve lowered research & development costs by 20%.”— CEO, Proctor and Gamble
Confidential 23
Alumni Community in Action: RecruitingA rich recruiting resource: increase rehires and referrals
Enterprise Private, Enterprise
CommunityPost Jobs, Find Talent
Job postings spread
virally inside and
outside the
community
Confidential 24
Alumni Community in Action: RecruitingA rich recruiting resource: increase rehires and referrals
Enterprise Private, Enterprise
CommunityPost Jobs, Find Talent
Increase rehires and
qualified referrals,
reduce recruiting costs
By the numbers:
Company size: 25,000Annual new hires: 2,500
10% of annual new hires
sourced from alumni
community: 250
Annual cost savings:
$1,785,000
Confidential 25
Talent Communities for Recruiting
Microsoft: Taking a Targeted
Approach to Engaging Talent
www.viewmyworld.com
www.YouAtMicrosoft.com
• Delivering messages and experiences that are unique to the populations they are targeting
• Delivers value to talent community beyond just the future job prospect
• “Real People” telling “Real Stories”
• Encourage sharing and viral spread
• Features the latest in social networking, RSS feeds, multi-media (video) and employee blogs
Confidential 26
Tapping Into Existing Social Networks to
Build Your Talent Community
Jim Durbin , ERE, Tripling Traffic to Your
Careers Site With a Facebook Account?
Confidential 27
Customer and Partner Communities: Tapping into
Talent Outside Your Organization
�Customers can submit ideas for new products or improvements to existing services
�Customers can vote for the ideas they would most like to see realized
�More than 200 ideas already adopted
Dell IdeaStorm: Customers as a source of
talent and innovation
Confidential 28
Leverage External Talent Communities to
Create Scalable, On-Demand Workforce
Confidential 29
Recommendations on Getting Started
� Define specific business issues to drive adoption
and acceptance.
� Understand your culture and prepare to change it.
� Assemble cross-functional task forces.
� Select a partner with practical experience.
Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008
Confidential 30
Conenza =
Practical Experience + People + Platform + Process
Market-Leading
Product and
Strategic Support
Deep Enterprise
Community
Expertise
Best Practices Ensure
Community Vibrancy
& Business Success
Conenza provides the technology, tools, and the team to help you realize the full potential of your community initiative
Confidential 31
Crawl, Walk, Run: The Conenza Community PlatformModular Software-as-a-Service solution featuring the best of social networking technology
+ MODULES
OPPORTUNITY CENTER
EVENTS
MARKETPLACES
v
CONENZA COMMUNITY CORE
The foundation of the Conenza Community Platform
+ SOCIAL NETWORKING FEATURES
• Groups• Connections• Blogs & Wikis• Messaging
• Doc / Photo Sharing• Activity Feeds• Rich Media• Refer-a-Friend
• Permissions• Privacy Settings+ Administration+ Reporting
HOMEPAGE | NEWS PROFILES DIRECTORIES
Confidential 32
Build Network Value with an Integrated View
of Enterprise Social Networking
Customers
Topical
Thought
Leaders
Partners
On-Demand
Extended
Talent Pools
Alumni
Talent
Communities
Talent Development
Cross-org Peers & Cohorts
Collab w/in Dept’s & Across Geographies
Deep, Extra-FunctionalExperts
Onboarding & Mentoring
Enterprise
Communities
Employee Communities
Extended Talent Communities
Value-Add Stakeholder Communities
Confidential 33
Key Tenets of Enterprise Social Network Success
� Prioritize specific business goals to focus internal initiatives
� Embrace members’ multi-faceted professional agendas
� Create authentic extended value for members and they will
create value for each other and the enterprise
� If you build it – and cross your fingers – they won’t come
� An online community requires social networking/member engagementexpertise, social media marketing prowess and ongoing planning, refinement and support: either in-house or from a deeply-experienced provider
� Avoid the temptation to “control” community content: allow
members to self organize around what’s most important to them
� Plan for staged growth: low-risk/high reward “crawling”
evolving to walking, running and a broader collection of
thoughtfully-integrated enterprise communities
Confidential 34
Additional Resources
Visit www.conenza.com for:
� On-Demand Webcasts� Executive Playbook for Corporate Alumni Communities
� Now More Than Ever: The Business Imperative of an Extended Talent Community
� 6 Ways to Drive Community Member Engagement and Maximize ROI
� Conenza Blog� Features best practices, advice, and the latest industry research
For more links to the articles or more information, please
contact us at [email protected]
�
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Reactions or Comments? What is your key take away from this session?
It’s your turn! Ask our experts…
Katherine James Schuitemaker
Chief Marketing Officer
Conenza, Inc.
Meighan Berberich
Director of Sales & Marketing
Conenza, Inc.
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
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