Presentation at Taleo & LinkedIn Seminar in Netherlands.
Topic : Social Talent management Research
Speaker: David Wilkins, VP Taleo Research at Taleo Corp.
2. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
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3. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
āŗ Consistent with Blessing White data:
āŗ Less than half (48%) of European employees would stay with their current
employer through the next 12 months if given a chance to leave.
āŗ Number of European employees ādetermined to leaveā their current employer is
now 14%, up from 10% in 2008.
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4. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE
5. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE
6. OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS
āŗ 35% planning to use social networks to improve knowledge and
education
āŗ 29% to discuss industry specific topics
āŗ 28% to find new business / clients
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7. KNOW THE PEOPLE YOU HAVE
48%
say that their skills go
unnoticed
feel that their work
history & experiences
are not leveraged by
their employer
75%
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8. WHO UNDERSTANDS WORKERS BEST?
Professional & work
capabilities
Other None of the
1% above
Donāt know 3% My family /
5% partner
21%
My line manager
22%
My friends
outside of work
4%
HR software /
systems
1%
My colleagues
and peers
43%
TALENT INTELLIGENCE
9. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Donāt know 3% Donāt know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE
10. UNTAPPED EXTERNAL SOCIAL NETWORKS
āŗ 75% of employees said
that the company is not
leveraging their networks
and professional
relationships
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12. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
āŗ Limit flight risk of your top performers
ā #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
ā #1 contributor to job satisfaction: āmore opportunities to do what I do
best,ā ācareer development opportunities and trainingā (tie)
TALENT INTELLIGENCE
13. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
āŗ Limit flight risk of your top performers
ā #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
ā #1 contributor to job satisfaction: āmore opportunities to do what I do
best,ā ācareer development opportunities and trainingā (tie)
āŗ Since peers know more about each othersā career aspirations
and skills / talents, then to tap into this with social TM
āŗ Learn more about your talent and use their strengths
TALENT INTELLIGENCE
14. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
āŗ Limit flight risk of your top performers
ā #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
ā #1 contributor to job satisfaction: āmore opportunities to do what I do
best,ā ācareer development opportunities and trainingā (tie)
āŗ Since peers know more about each othersā career aspirations
and skills / talents, then to tap into this with social TM
āŗ Learn more about your talent and use their strengths
āŗ Invest in mobility ā move people around to avoid losing them
TALENT INTELLIGENCE
15. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
āŗ Limit flight risk of your top performers
ā #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
ā #1 contributor to job satisfaction: āmore opportunities to do what I do
best,ā ācareer development opportunities and trainingā (tie)
āŗ So, if peers know more about each othersā career aspirations
and skills / talents, then to tap into this with social TM
āŗ Learn more about your talent and use their strengths
āŗ Invest in mobility ā move people around to avoid losing them
TALENT INTELLIGENCE
16. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
āŗ Create a world-class career site as a hub for recruiting
āŗ Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
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17. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
āŗ Create a world-class career site as a hub for recruiting
āŗ Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
āŗ Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
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18. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
āŗ Create a world-class career site as a hub for recruiting
āŗ Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
āŗ Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
āŗ Tap into your employee networks; just 25% of respondents felt
like companies are using this information
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19. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
āŗ Create a world-class career site as a hub for recruiting
āŗ Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
āŗ Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
āŗ Tap into your employee networks; just 25% of respondents felt
like companies are using this information
āŗ Leverage social media tools to gauge āsentimentā at competitors
or of key candidates and then use this to tailor strategies
āŗ Maintain a proactive strategy regarding passive candidates
particularly leveraging the āalways currentā LinkedIn profiles
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20. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
āŗ Create a world-class career site as a hub for recruiting
āŗ Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
āŗ Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
āŗ Tap into your employee networks; just 25% of respondents felt
like companies are using this information
āŗ Leverage social media tools to gauge āsentimentā at competitors
or of key candidates and then use this to tailor strategies
āŗ Maintain a proactive strategy regarding passive candidates
particularly leveraging the āalways currentā LinkedIn profiles
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21. KEY TAKEAWAYS
āŗ Strong talent practices internally reduce dysfunctional turnover
āŗ Less dysfunctional turnover means less time re-filling roles
āŗ Which means more time on acquisition strategy
ā LinkedIn
ā Facebook
ā YouTube
ā Twitter
āŗ Social is here to stay: examine all facets of social brand image
to candidates; itās bigger than your recruiting presence
āŗ You donāt have to be an expert to get started, just get startedā¦
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Editor's Notes
Letās start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call āpassive candidatesā ā open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isnāt particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
Letās start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call āpassive candidatesā ā open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isnāt particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent ā two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals ā peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent ā two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals ā peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent ā two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals ā peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
On learning more about talent ā two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals ā peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf