Social Media: Extending and Connecting the Recruitment Conversation
November 22, 2011
This is the third in a series of three interviews focused on careers, employer brand and social media: Paul (Corporate Eye CEO) interviews Matthew Berry, Resourcing Director at Centrica.
Often there’s a gap – particularly for graduates – between the time of recruitment, and the first day of work. How do you keep that relationship fresh?
And then again, at the end of employment: how can you keep communication channels open?
In this interview, Matt Berry explains how social media can be used to extend the conversation at both ends—and, indeed, to connect/reconnect employees with the company:
“alumni and onboarding… there’s a lot of potential, and the reason is that these networks are about relationships and communicating, and that’s what these tools are for. They’re designed to build a network and to communicate with people.
“the key in all of this: it’s about initiating a conversation. It’s still got to be a quality conversation
“with social media—and this is something that a lot of people underestimate—you must constantly turn the handle to engage”
Paul and Matthew talk about Centrica’s experience of extending relationships with candidates, employees and alumni through social recruiting techniques… do listen, this interview is crammed full of insight and information about how one of the largest companies in the UK manage social media recruitment.
I’ve broken the interview down into smaller pieces, so that you can quickly find particular points you’d like to hear about. I’ve also included the whole interview and a transcript.
Part 1: Social media and recruitment
Key topics:
- Facebook, interns and graduates
- LinkedIn, professional hires and the advantages of being a direct recruiter
- targeting on LinkedIn
- importance of investing in skilled social media people
Soundbites:
“We have up to 500,000 applicants per annum… so trying to find a simple way of getting messages out to that fairly large audience is not easy, but social media lends itself very nicely to that”
“‘RateMyPlacement’, for example, is very important around the summer placement in the intern programmes because via that feedback and word of mouth via our participants we are building a reputation in delivering a great work experience. We encourage all our summer placement to leave their views on those ratings sites…”
“one of the big benefits we see in LinkedIn is that certainly half to three quarters of anyone [professional hires] that we would hire is already on it”
“when we do our executive recruitment [LinkedIn] would be the place we start no matter what”
“social media doesn’t just happen. It is an interactive thing by its nature and it needs some skilled people to really get full advantage from it”
“We have our applicant tracking system … linked in to Facebook, so you can physically tap into any job in our organisation in the UK from our Facebook page”
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Length: 19:18
Download: Matthew Berry interview: part 1
Part 2: Social media and onboarding
Key topics:
- social media and decision-making
- using social media for support
- control, pragmatism and the front line
Soundbites:
“it’s about trying to put information where people are already… our graduates, four or five years ago, were creating a Centrica 2007 intake Facebook page. We didn’t. And we couldn’t stop it if we wanted”
“so we just started tapping into that, giving them a framework… we’ll have induction days which we completely schedule via these groups, and they communicate, talk and support each other”
“one of the things we’ve recently built is an onboarding site, specifically for anyone that joins our business the moment they say ‘Yes, I’d love the job’. And one of the key things there is linking people into our social network”
“we can’t stop people saying what they say anyway but at least we know what’s being said, which is of huge benefit”
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Length: 5:49
Download: Matthew Berry interview: part 2
Part 3: Social media and alumni
Key topics
- risks and niche knowledge
- maintaining relationships with talent
- sharing internal information with alumni
Soundbites:
“We’ve got some demographic challenges where we have to think a bit more flexibly about how do we capture some of that talent”
“not to have some mechanism to keep in touch is a bit of a risk, particularly where some of these individuals have such niche knowledge that’s very hard to replace”
“we’ll always be doing projects or elements of work that will still be of interest to that professional community”
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Length: 6:39
Download: Matthew Berry interview: part 3
Part 4: Social media and referral recruiting
Key topics:
- social-media-enabling the referral process
- tracking and transparency
- engaging internally to get people to embrace it
Soundbites:
“social media is an underestimated tool for referral programmes”
“It’s not how do we engage the external marketplace, it’s how do we engage the internal marketplace”
“we make sure that any role we have running an internal person can look at it and within [...] two clicks they can share that job with their friends. So you could send me a link [...] and I could apply straight away, and that would also help the business track the fact that you were the person that had introduced me”
“the external team now handles all internal recruitment as well… that team is now directly talking to all of these candidates. We would have 5-10,000 applications internally per annum, so we’re making sure that we’re the hub of all that communication”
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Length: 5:28
Download: Matthew Berry interview: part 4
Part 5: Social recruitment governance
Key topics:
- social media policies, freedom and message control
- presenting a coherent front to the external candidate world
- avoiding the cold-call scenario
- merging of the social media and recruitment platforms
Soundbites:
“we have a social media policy of course which is a fairly straightforward thing [...] social media is part of everyone’s lives. Use it but use your common sense”.
“The big challenge with social media – or one of them – is that if you don’t keep your content relevant and fresh and up-to-date then there’s no reason for anyone to look at anything that you’re doing”
“it’s about the engagement activity that would get you interested to come in rather than pushing hard to push opportunities at people”
“Businesses will have to get more mature in the social media space, which is going to take a little bit of time. I think it’s an opportunity to make the process a bit more engaging. But I don’t think it’s going to make life easier.”
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Length: 8:24
Download: Matthew Berry interview: part 5
Here’s the whole interview, in case you’d rather listen to it end-to-end; and the transcript, for those who prefer to read.
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Length: 45:39
Download: Matthew Berry interview (whole interview)
Download: Transcript
Many thanks to Matthew for taking the time to talk to Paul.
Who were we speaking to?
Matthew Berry started his career as a chemical engineer in the steel industry covering a number of operational, technical and management positions.
With a desire for travel, Matthew moved from Australia to the UK and worked as a Search and Selection consultant for European energy and process industries.
For the past 8 years, Matthew has worked with Centrica in a number of HR roles and is currently Resourcing Director for the Centrica Group.
Measuring and Communicating Your Best Asset
October 25, 2011
This is the second in a series of three interviews focused on careers, employer brand and social media: Paul (Corporate Eye CEO) interviews Andrew Mayo, Director at Mayo Learning International, and President of the HR Society here in the UK.
Companies often claim that their people are their best assets, but just how do you measure and communicate the importance of people to a company?
Good applicants – like investors and other stakeholders – will review the corporate website and the annual report to find out more about a company. Obviously company culture, talent development and employee engagement all matter to current and future employees, but they can reveal a surprising amount about the company for other stakeholders, potentially supporting the case for investment.
But measuring, and reporting on, human resources isn’t easy, and nor is it easy to compare the results between companies.
Do listen as Andrew gives us some valuable insights into people related measurement and discusses how companies promote employer brand, measurement of – and reporting on – human capital and employee engagement, and the risks that social media can pose for human resources.
I’ve broken the interview down into smaller pieces, so that you can quickly find particular points you’d like to hear about. I’ve also included the whole interview and a transcript.
Part 1: Attracting Talent and Employer Brand: The Balancing Act
Key topics:
- company brand vs employer brand
- attracting vs filtering applications
- appealing to graduates vs experienced candidates
Soundbites:
“The first thing that has always mattered most to new graduates is not, as often thought, the salary and benefits particularly. It’s the training they will get… but also ‘What kind of work will you give me?’”
“I’m often amazed how people come to interviews and they’ve done practically no research on the company itself, they’ve just been focused on the job.”
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Length: 11:47
Download: Andrew Mayo interview: part 1
Part 2: Measuring and Communicating Human Capital
Key topics:
- annual reporting on people: ‘our best assets’
- difficulties in measuring human capital
- what the numbers can reveal about the company
Soundbites:
“… Vodafone, Shell and Smith & Nephew have done good work in producing numbers and comparing with previous years and even in some cases saying ‘These are our targets’. For me, that tells me a lot about the strength of the workforce and the strength of the company ethos, the strength of engagement of the people and so on.”
“Figures like ‘We only went outside to the market for 20% of the vacancies that arose’ tell me they’ve got a very robust internal development and growth system…statistically, that correlates with sustainable business performance, and so that tells me this is a company worth investing in.”
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Length: 7:12
Download: Andrew Mayo interview: part 2
Part 3: Measuring and Communicating Engagement
Key topics
- efforts to standardise measures
- the measures that matter:
- labour turnover
- absence rates
- what employees say
Soundbites:
“Engagement means we actually care and we’re committed to what we’re trying to achieve here.”
“The problem is that at a corporate level in an annual report you’re going to report an average, and an average is always the enemy of truth.”
“The three measures I think are relevant are labour turnover…absence rates… [and] to ask people carefully thought out questions. Not only about ‘are you engaged?’ but also checking out the factors that you know lead to engagement.”
“Research in engagement says that there are a relatively small number of things that really make a difference to people, and whether they understand company strategy or not is not one of them.”
“Engagement correlates with performance as well. And the more engaged a workforce is, the better an organisation it’s likely to be both for its customers and for investors.”
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Length: 8:36
Download: Andrew Mayo interview: part 3
Part 4: Social Media, Human Resources and Employer Branding
Key topics:
- issues for HR: privacy, currency, cynicism and authenticity
- importance of monitoring social media
- cynicism and the need to provide evidence
Soundbites:
“You can’t stop anybody asking the question ‘is there anybody out there that’s worked for X?’ However from a company point of view that’s extremely dangerous. You don’t know whether they had a good experience or a bad experience. They might have worked five years ago and the company’s completely different today. So organisations have really got to take an initiative here.”
“People are cynical, and they’ll be cynical of what any company tells them. So whatever you put on the website, you’ve got to back it up with as many facts as possible”
“It’s a big challenge for HR… it really needs the best image possible to be able to attract people. And yet a lot of the things which cause the image of a company to be a problem are out of their control.”
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Length: 10:32
Download: Andrew Mayo interview: part 4
Here’s the whole interview, in case you’d rather listen to it end-to-end; and the transcript, for those who prefer to read.
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Length: 38:10
Download: Andrew Mayo interview (whole interview)
Download: Transcript
Many thanks to Andrew for taking the time to talk to Paul.
Who were we speaking to?
Professor Andrew Mayo has nearly 30 years experience in industry. For the last decade he has been a Fellow and Programme Director at the Centre for Management Development at London Business School, Associate Professor of Human Capital Management at Middlesex University Business School, and Director of the highly regarded consultancy company, Mayo Learning International. He holds degrees in Chemical Engineering, Operations Research and Management, and a Diploma in Finance and Accounting, and is a frequent conference speaker and author. His specialities are in HR Strategy, Workforce Planning and Human Capital Measurement.
Augmenting Corporate Reality
October 17, 2011
Can we augment reality for corporate purposes? Will we, in some maybe-not-so-distant future?
It’s not immediately obvious, at the moment, how a company might use augmented reality for practical corporate purposes:
- it’s still early days, so the technology isn’t – quite – there, though this is changing very fast
- the applications so far tend to be oriented around games, or retail
- it’s probably not going to be cost-effective for internal use – yet
- and it seems to be a largely solo experience, at the moment, due to device/technology constraints.
I always enjoy listening to a good speaker enthuse about a topic they know well, so I was looking forward to the BrunchBytes session on Augmented Reality – and I wasn’t disappointed.
Dr Paul Coulton walked us through an outline of augmented reality issues and information:
- a definition: augmented reality is a combination of the real and the virtual, is interactive – in real time – and is perceived as 3D.
- some of challenges of generating the virtual elements
- the development of technologies needed to create a believable display
- the pros and cons of different display devices
- techniques used to generate the display
- And finally a warning to consider what benefits it would give the user apart from being ‘cool’.
All of which makes an excellent primer for those of us with no expertise in the area. You can see his slides here.
The vital question is of course what would you use it for? Being able to check out information on your mobile by overlaying information on what you see while out and about is, of course, useful – but only for the individual, and for those companies for which it would work to make branding/adverts/offers available through that channel. How could you use it to communicate with your corporate stakeholders? Investors; journalists; job-seekers; suppliers…
One ideal would be to have a display—unmediated by any handheld device—that can be viewed and interacted with by more than one person – spatial augmented reality. But this isn’t easy, so any dream you might have of being able to display and interact with your financial data and future projections in 3D at an AGM will just have to wait a little longer.
However, there are some ideas around, a few of which just might have corporate application:
Recruitment
Coventry University is using Aurasma’s augmented reality app to promote themselves to prospective students via physical printed items (posters, logos) around the UK. For companies who recruit graduates in large numbers – or who recruit in specific niches likely to be interested in this kind of technology and its application – this might be a good use.
Work support
This could be an overlay of instructions over a keyboard, mixing desk or other instrumental display… it’s a stretch, but perhaps this might be helpful as part of your employee training programme, or even integrated with your social media monitoring workflow software (displaying information known about individuals, previous interactions or next steps requested by an earlier shift)
About Us
Several companies provide ‘flythroughs’ of their physical locations on their corporate website; maybe 3D versions could be done by augmented reality (see www.arsights.com for example)
Education
Rolls-Royce’s Journey through a jet engine was a great way of educating people on a core product. Could you use augmented reality to do something similar?
Collaboration
Although single user applications are interesting, I think the future for corporate use might be for collaboration. A recent research study looked at augmented reality technology used to support collaboration between different organisations in a crisis management scenario (in this case, rescue services, police and military personnel). While your crises are likely to involve media channels rather than physical environments, there might be some mileage here.
Maybe a better case could be made for augmented reality conferencing (see Zugara for example, or the NTT’s T-room), potentially adding back in those visual and interactive cues that we all use to help in communication, and which are stripped out by audio/2D conferencing. Even here, though, the costs and practical issues are likely to be overwhelming…
On-the-fly translation
There are a number of apps available now which use your phone camera to ‘read’ the text and superimpose the translation over the original text. See QuestVisual’s WordLens, for example, or Tencent’s QQ Hui Yan. Now that’s something that might be useful for a multinational.
What do you think: is augmented reality something you can see a corporate use for? And – perhaps more interestingly from my point of view – can you see a relationship with your corporate website?
————
The image above is from a Toyota video of their new iQ car. Do watch the whole video if you haven’t already seen it.
Want to see more? Some links I found interesting:
How Stuff Works
Sixth Sense
2011 Horizon Report
Intel’s OASIS
Lessons From Food Security: Telling Us What Matters
October 16, 2011
Food – its production, distribution, sale and consumption – is of vital importance to each one of us, and there are many companies which work within the industry.
There are even more that are engaged with food in some way as part of their corporate social responsibility programme: many taking hunger as a focus; a few looking at obesity.
There’s a very real imbalance here – some of us have too much food; others too little – but in the longer term, food security is going to be a problem for all of us. As the world’s population grows, the space available to feed us all shrinks.
From the Syngenta site:
it takes less than a second to add two people to the world population. In the same second, farmland available to feed our growing population is shrinking by an area about the size of a soccer field.
For Blog Action Day 2011, I thought I’d look at 5 big companies who work with crops (seeds, fertilisers, nutrients and protection), to see the techniques they use to communicate their interest in this vital topic – and to see if these are tactics you could use for a core topic related to your business.
These companies are:
- Agrium – where the future is growing
- Mosaic – helping the world grow the food it needs
- Potash – helping nature provide
- Syngenta – bringing plant potential to life
- Yara – knowledge grows
Taglines and Mission Statements
While not all the phrases listed above are being used explicitly as taglines, they are used to describe the companies. I’ve also looked at the mission and vision statements, which should encapsulate the company’s essence in a few carefully chosen words.
- The phrase associated with Mosaic is their mission statement, not a tagline, but it does clearly refer to food security:
“helping the world grow the food it needs”
- “We help provide food and biomass which can be used for renewable energy for a growing world population”.
Food for a growing world population is at the centre of the food security question. (Yara)
- “PotashCorp is a key player in meeting the growing challenge of feeding the world”.
This establishes the need to feed the world as a big issue (which it is, obviously!) by using ‘growing challenge’; note the reference to the increasing scale of the problem.
- Agrium’s vision is to “make an increasingly positive impact on stakeholders while helping to feed the world responsibly”. Again, we see a strong reference to feeding the world (though not to the population growth problem).
- And Syngenta are “helping growers around the world to meet the challenge of the future: to grow more from less”.
Like PotashCorp, there’s a clear reference to this as a difficult problem: but also a reference to the double-whammy of more people and less land for farming.
While these statements vary in the strength of reference to food security, all are relevant.
Home page real estate and navigation
Syngenta, Agrium and Yara all mention food security issues on their home pages, and link from the home page to more information.
- Agrium offer a teaser link from their home page to their Malnutrition programme, and a reference to feeding a growing world is one of the features in their home page rotator. It’s interesting that there’s a mention of population growth here, but not in the vision statement; I wonder if they considered using ‘a growing world’.
- Yara have a teaser link to their Food and Climate magazine: Feeding The Future from the home page, and one of the main stories in their rotator is about agricultural productivity and hunger. Food security is one of the sidebar links within the Sustainability section, leading to their own page on this topic – but there’s also a link to food security initiatives at FarmingFirst. Linking out to expert sites is a good way to demonstrate your own knowledge on the topic, as well as to provide useful information for the vistor.
- Syngenta go the furthest: not only do they raise the question ‘What are we doing about food security?’ on the home page, but Grow More For Less is one of the tabs in the main navigation, as well as being the entire focus of the rotator, clearly highlighting the importance of this topic to the company.
Highlights and Features
As well as using the food security issue as part of their investment case, Potash provide a video of their CEO discussing food security issues. This is a good use of senior management to demonstrate the importance of the topic.
Agrium promote their messages about food security throughout the site, in two places:
- a Facts section at the top of the page, which highlights food security in the supplier section and in the careers section (neatly integrating a CSR message to appeal to potential candidates)
- and an Explore section in the right hand sidebar, which offers links to press releases about food security – notably in the corporate governance section
Mosaic reiterate their message about feeding the world, and the value of their global presence to this mission, across the site (in the leading paragraphs for the About, Products, Sustainability and Careers sections, for example) and they identify food security as one of the three key focus areas in their Community Investment page.
Yara identify food security as one of the ‘Shaping Issues’ that are of strategic importance, and which are key global issues. They also discuss global trends in a separate section, which include population growth and food demand.
And as mentioned above, Syngenta have an extensive section on food security, as well as a discussion of their involvement in Vison 2050 and the challenges of feeding over 9 billion people by 2050.
Takeaways
These 5 companies between them show that demonstrating the significance of a topic is done by:
- linking to it in the main navigation – the higher level the better
- devoting some prime home page real estate to it
- engaging senior management to talk about it
- adding dedicated pages
- adding multimedia on the topic
- explicitly saying that it is a key issue
- integrating it with other sections, not just the obvious one
- demonstrating authority by being a resource for further information
- relating it to a variety of stakeholder interests.
What do you think: do these 5 corporate websites convince you that food security matters to them?
This post is part of Blog Action Day, which this year is discussing food.
Previous contributions to Blog Action Day were:
2010: Mixing Oil and Water
2009: Climate change and the corporate site
2008: Celebrating the FTSE 100: action on the breadline
2007: Enticing the green investor
Employer Brand, Culture and Authenticity: Interview with Max Heywood
October 4, 2011
This is the first of a series of three interviews focused on careers, online recruitment and social media. First up: Paul (Corporate Eye CEO) interviews Max Heywood, former Global Head of Employer Brand at Credit Suisse, about his views on employer brand, and how employers express themselves online.
Job seekers’ behaviour on corporate websites, especially graduates, is probably not what you’d expect. Listening to the research that Max has done would lead you to re-evaluate where you focus your online careers efforts. And when the job-seeker does get to your content, the thing they really value is authenticity.
It’s a brave company that allows employees to be authentically themselves while representing the corporate brand. And yet, in this new world of social media, this may be the best way to attract potential candidates, by conveying the corporate culture in the natural voices of current employees.
Max believes that social media and networking technologies are in the middle of – or perhaps only at the beginning of – changing massively how organisations connect with everybody, especially jobseekers.
He talks about actions some of the more adventurous companies are already taking, and the opportunities for firms to steal a competitive advantage by taking the next step forward.
Do listen: the interview is full of valuable pickings gleaned from the coalface of careers communication: the way candidates view companies; how they use the corporate website and social media in practice; and the reality of recruitment pressures.
I’ve broken the interview down into smaller pieces, so that you can quickly find particular points you’d like to hear about. I’ve also included the whole interview and a transcript.
Part 1: Change, choice and channels
Key topics:
- ever-increasing choice of channels
- wide-spread availability of information about people’s experiences within companies
- reduced trust in employer communication
Soundbite:
“The world has changed from one where corporate communications could control the brand, control the message… all they can do these days is really engage, participate and influence.”
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Length: 3:52
Download: Max Heywood interview: part 1
Part 2: Facing the fear and doing it anyway
Key topics:
- where to start
- overcoming the corporate fear of:
- conversational overload
- brand-threatening conversation
- the benefits of social media for promoting employer brand
Soundbites:
“[some companies] lock their pages down so that students can’t engage… that’s actually a big turn-off and I think massively limits the power of the medium.”
“Having sat on that side, planning those activities, I know full well what the concerns are… but the reality of it is quite different”
“If you’re talking about [communicating with] university students, then really Facebook has got to be one of the primary platforms, because [of the] 650 million people [...] and all university students, pretty much, using it”
“In the year that Ernst and Young began its Facebook activity, they had a massive jump up the Universum rankings, I think they got to the top, or very close to the top.”
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Length: 10:27
Download: Max Heywood interview: part 2
Part 3: Employer differentiation and corporate culture
Key points:
- importance of people in conveying culture
- using home-grown advocates to connect
- using LinkedIn to connect: know your audience
Soundbites:
“By the time [students] have seen three or four [milkround] presentations, they can’t remember who’s who, or what’s what! And what they fall back on, and this is why face-to-face continues to be arguably the most important channel, is ‘Did I like the people?’ ”
“The reality is, if you empower an employee to speak on your behalf… they’re not going to say negative things. They’re going to be positive”
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Length: 7:29
Download: Max Heywood interview: part 3
Part 4: Employer Brand and Values
Key topics:
- relationship between employer brand and corporate brand
- relationship between employer brand and corporate values
- how best to use advocates to communicate values
Soundbites:
“There’s value in trying to understand who you are, and trying to express that. But there’s a real danger that it becomes very manufactured [and that is] an increasingly big turn-off to candidates who really are interested in authenticity.”
“If you let employees talk about their experience authentically… those things [values and culture] will shine through.”
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Length: 6:33
Download: Max Heywood interview: part 4
Part 5: Employer brand online: corporate website vs Facebook
Key topics:
- behaviour of students in usability tests of the corporate website
- migration of the careers site towards Facebook
Soundbites:
“[On their first visit] university students pretty much didn’t go to the careers website… They did come and visit the site for one thing, and one thing only. And that’s to make an application… They wouldn’t come back at all unless they got some kind of positive response from us.”
“There’s a number of studies that show that if you’re two clicks away from Facebook, you lose half the people.”
“The web is shrinking, apart from social, which is great. And you see a trend now where you see big employers actually moving their careers site, almost lock, stock and barrel, into Facebook”
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Length: 7:24
Download: Max Heywood interview: part 5
Part 6: Evolution, ethics and expenditure
Key topics:
- evolution of the employee profile
- Facebook, privacy and ethics
- where to put the corporate budget?
Soundbite:
“The single most powerful thing is campus events… this is an opportunity with social to really viralise your content and your messages.”
“So when you go on campus, and you’re going to do a campus event, for goodness sake, take some pictures, post some pictures up, get people tagging themselves. Encourage candidates to do it. And actually, because the more authentic it is, the better, actually: shoot some video. Get some vox pops saying, ‘What do you think?’ ”
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Length: 6:59
Download: Max Heywood interview: part 6
Here’s the whole interview, in case you’d rather listen to it end-to-end; and the transcript, for those who prefer to read.
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Length: 42:53
Download: Max Heywood interview (whole interview)
Download: Transcript
Many thanks to Max for taking the time to talk to Paul.
Who were we speaking to?
Formerly Global Head of Employer Brand at Credit Suisse Max Heywood has spent the last 10 years running Talent Attraction programs for Investment Banks, previously JPMorgan, HSBC and UBS.
His experience is centred in graduate recruitment but also includes experienced professional recruitment, internal mobility initiatives, HR and employee communications, HR systems and HR transformation programs. He began his career as an account manager at EURO RSCG, and went on to successfully co-found his own digital marketing agency, before moving across to the client side to manage global agency partnerships and run recruitment marketing operations.
Max is an enthusiastic advocate of Social Media for recruiting, and has been active across all of the major social networks for some time.
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